employment services (es) san diego employment solutions

Employment Services (ES) &

San Diego Employment Solutions (SDES)

Annual Performance Outcome Report FY 2016 – 2017

Table of Contents • ES & SDES Program Accomplishments ------------------------------------ 1

• Population Served: A San Diego County BH Comparison -------------2

• Feedback and Input from Stakeholders -----------------------------------3

• Demographic Data Reports ---------------------------------------------------4-11

• Types of Jobs -------------------------------------------------------------------- 12

• Goals and Outcomes Summaries ------------------------------------------- 13-15

• Risk and Accessibility Goals ---------------------------------------------------16

• Areas of Risk ----------------------------------------------------------------------17-18

• Program Strategic Objectives and Goals ----------------------------------19

CARF – accredited since 1999 Community Employment Services

http://www.carf.org/home

1 FY 16-17 EMPLOYMENT SERVICES & SAN DIEGO EMPLOYMENT SOLUTIONS PROGRAM

ACCOMPLISHMENTS

Employment Services (ES)

2016 - 2017

12 PROGRAM ACCOMPLISHMENTS Clients surveyed- 90% “Strongly Agree“ or “Agree” with overall

satisfaction of the program.

Employers surveyed- 75% of respondents “Strongly agree” and 25%

“Agree” with overall satisfaction of the program.

37% of clients working 90+ days obtained a job for 31-40 hours per

week.

44% of placed clients obtained a job paying more than $10.50 per hour

wage.

61% of all successfully closed clients identify as Hispanic, African-

American, or Other, per program’s ongoing goal to provide services to

underserved clients.

20% of all successfully closed clients had a felony criminal record

Transitional Age Youth (age 18-25) referrals increased to 7% of all clients

served and 7% of all successfully closed clients, compared to 5% the

previous year.

32% of all placed clients either had a diagnosis of Bipolar Disorder or

Schizophrenia/Schizoaffective Disorder.

47% total increase of survey returns from clients, referral sources, and

employers.

Average length of services from intake to successful closure (90+ days- 6

months) was 9 months (reduced from 9.5 months FY 15-16).

Monthly Employer Presentations at ES began this fiscal year for both ES

& SDES clients.

No corrective actions were identified as a result of quarterly site reviews

from San Diego County Behavioral Health Services.

San Diego Employment Solutions (SDES)

2016 - 2017 12 PROGRAM ACCOMPLISHMENTS

Clients surveyed- 93% “Strongly Agree” or “Agree” with overall

satisfaction of the program.

Employers surveyed- 75% of respondents “Strongly agree” and 25%

“Agree” with overall satisfaction of the program.

36% of clients working 90+ days obtained a job for 31-40 hours per

week.

82% of placed clients obtained a job paying more than $10.50 per hour

wage.

57% of all clients working 90+ days identify as Hispanic, African-

American, or Other, per program Statement of work objective to

provide services to underserved clients.

18% of all clients working 90+ days had a felony criminal record

Transitional Age Youth (age 18-25) referrals increased to 8% of clients

served from 4% the previous year.

30% of all placed were clients either had a diagnosis of Bipolar Disorder

or Schizophrenia/Schizoaffective Disorder.

Average waiting period between orientation attendance and client

intake is less than 1 week showing quick access to services, and time

unlimited services provided for an average of 405 days for active clients,

showing ongoing support as needed and requested by clients.

SDES continued coordination of the Job Developers Network (JDN)

throughout fiscal year 2016-2017, with an active roster of over 100

attendees.

No corrective actions identified as a result of quarterly site reviews from

San Diego County Behavioral Health Services.

Increased PAG attendance from 0.7% to 5% of clients with concurrent

clothing drive implementation.

The following table compares the demographics of the clients served by MHS employment programs in FY 16-17, with clients who accessed SD County Behavioral Health Services and contractors for calendar year 2012 and 2013 (latest data available). County data was provided in the “July 2014 Five-Year

Strategic Employment Plan 2014-2019” for the County of San Diego Health and Human Services Agency.

Ages San Diego County Employment Services

16/17

San Diego Employment Solutions

16/17

18 to 24 15% 7% 8%

25 to 59 73% 66% 65%

60 + 12% 27% 26%

Education Level San Diego County Employment Services

16/17


16/17

High School Diploma 37% 63% 32%

Some College/Vocational Training 13% 9% 3%

Associate’s Degree 11% 1% 24%

Bachelor’s Degree 7% 11% 20%

Master’s Degree / PhD. 1% 2% 4%

High School not completed 31% 10% 17%

Mental Health Disorder San Diego County Employment Services

16/17


16/17

Major Depression Disorder 30% 31% 48%

Schizophrenia and Schizoaffective 28% 34% 16%

Bipolar Disorder 15% 23% 21%

Other Depression 10% N/A N/A

Anxiety Disorder 7% 10% 8%

Other Psychotic Disorders 5% 4% 7%

Substance Abuse Disorders 5% 46% Co-occurring 39% Co-occurring

2 FY 16-17 POPULATION SERVED- A COUNTY BEHAVIORAL HEALTH COMPARISON

Stakeholder meetings were held at Employment Services and San Diego Employment Solutions countywide program sites to gather feedback. Surveys were also sent to clients, employers, mental health providers and funding partners of both programs.

Here are some of the responses [sic]: STRENGTHS of PROGRAMS

Staff hold us (clients) accountable to do homework and look for work weekly

Communication sending job leads is good Talking to us clients about being organized is helpful All staff are inspiring and give hope Resume training good for the right and wrong ways Warm welcoming staff /positive nature PowerPoints are good Like that staff ask to talk with family Helps to have mock interviews on camera Staff sit with me to do work on computer Good collaboration/referrals with case manager and housing

programs DOR intakes @ clinics & career center help get in program

quicker DOR counselor going over DOR handbook helped for resources

to get hearing aids Job search pace good Can take my time and think about what kind of job and how to

interview Staff are concerned about your health Follow up good with us at DOR – it is consistent Communication regular with us at MH Referrals to clubhouse

are collaborative 30- Second prep and mock interviews good. Resumes and how

to compose e-mails good training Communication good with MH provider and referrals to

clubhouse help. Clubhouse staff say we are “collaborative” Staff hasn’t given up on me yet-compassion Feedback regarding grooming helpful Reputation of MHS is very good Getting step- by- step help with employment search relieves a

lot of the stress that comes with looking for a new career Staff is responsive, dependable, and motivates Staff models hard work, persistence, Professionalism, and

determination for clients Staff is flexible, working with client's schedule and meeting

them at their level Staff is patient, communicates with treatment team, and is

empathetic Staff is knowledgeable and provides great services Personal one-on-one instruction & support tailored to

individual is highly valued

STRENGTHS of PROGRAMS continued: Staff goes above and beyond to help with client needs Staff is extremely patient and works on tasks with clients as a team,

while meeting at local career center to further employment prep Clients expressed satisfaction with their choices being honored and

heard. They feel valued because their needs are being met by their Employment Specialist.

Clients expressed gratitude in meeting to discuss what can be improved; they state it makes them feel Important because they’re sharing what they would like to add or change to their process of getting a job in this program.

Clients have learned the process of filling out applications, how to act during interviews by way of mock interviews, and have received many resources and job leads from their Employment Specialist

Staff is always asking how they clients are doing and are very concerned about their well- being.

Clients feel this program has helped them to seek training to improve job skills, to receive certificates to add on to their resumes, and to improve their English speaking and writing skills.

During PAG, a client stated: “It is a privilege for me to be here and give you my opinions, thank you for having me.”

Clients stated that SDES’ Clothing Drive allows them to have immediate access to job interview clothing.

Clients know that they have someone to talk to when they are feeling down.

“The genuine caring and advice given by my consultant, helped boost my confidence that I was prepared for job interviews and job searches. It was deeply appreciated I could obtain honest feedback and opinions to help me improve my searches and interview abilities.”

OPPORTUNITIES

Some subsidized housing in San Diego Staffing agencies Clubhouse coordination for transitional employment DOR sending clients to clubhouse to qualify – this happens more often WRAP (Wellness Recovery Action Plan) & Peer Employment Training Computer training @ clubhouses, some adult schools & career centers Career Centers have some case management DOR presentations from ES needed for all disability groups since many

have mental health problems Expansion of available resources for clients who have other barriers Program Advisory Group (PAG) meetings at SDES

OPPORTUNITIES continued: DOR has a Work Incentive Planner who can collaborate with Benefit Specialists On-The-Job Training money from some agencies, not just DOR Volunteer opportunities seem to be helpful Y membership available from some Assertive Community Treatment (ACT)

programs to assist clients in building physical strength DOR likes the Vocational Assessment or pre-plan service at ES DOR has Trial Work Experience if ES wants to explore this new area for contract

next year SDES staff can meet in the community accessing resources due to economic-

cultural-language difficulties

THREATS & WEAKNESSES

NAMI Tech Café cancelled Library has limited availability to check emails DOR Counselors don’t call clients back quickly More weekly structure to help client Some random parts of program. Excellent in general Communicate more when staff are “out of office” Collaboration with MH staff ok Clubhouse info not available to in all mental health clinics WRAP not discussed enough @ clinics or DOR Computer training lacking for job seekers Drivers training for a license needed TAY’s Too long of a process to get a job Question: which loop in the process is the delay? Suggestion: Require clients to attend more often to do vocational assessment More presentations with clinics Some parts of the program are a repeat from some of the clinic & clubhouse

employment staff’s responsibilities Clubhouse verification needed for entry to ES? - County says, “Yes.” DOR needs listing of free housing & know more about mental health Brochure on all employment programs in SD missing Physical stamina issues not easily measured for Vocational Assessment Staff need more training on what is best industry for people who don’t like to be

around people More employers should know about mental health SDES office is too far Send greater quantity of job prospects versus sending 5 that may be handpicked

Perhaps have an automated 50 and 5 handpicked. Not being able to accept clients with minimal work hours (10-15hrs per week) as

they still require job assistance (SDES).

3 FY 16-17 FEEDBACK AND INPUT FROM STAKEHOLDERS

4 FY 16-17 EMPLOYMENT SERVICES DEMOGRAPHICS -1-

Working 90 Days, 41

Placed, 62

New Admissions,

126

Participants Served, 203

ES Clients Served

First Placement71%

Second Placement

24%

Third Placement5%

Clients with Multiple Placements

14

134

55

6

35

21

3

27

11

18 - 25 years 26 - 55 years 56+ years

Age

All Served Placed Successful

118

85

352726

15

Male Female

Gender



112

3539

9 8

32

1017

2 1

1610 12

2 1

Caucasian AfricanAmerican

Hispanic /Latino

Asian /Pacific

Islander

Other

Ethnicity


46

63

22

3

69

14

23

7

1

17

7

15

41

14

Bipolar MajorDepression

Panic / AnxietyDisorder

Other Schizophrenia/Schizoaffective

Diagnosis


20

129

19

3

22

47

38

6 27

27

23

50 4 2

Did notgraduate HS

High School/ GED

1 to 2 yearsCollege

3 to 4 yearsCollege

Bachelor'sDegree

Master'sDegree

Education


26 24

53

7

93

8 5

23

2

24

6 513

0

17

Homeless /Near

Homeless

Sober Living Living withFamily

Board & Care Independent

Living Arrangment



93

110

21

41

1823

Co-Occurring None

Co-Occurring


119

49

25

10

41

10 7 4

23

10 71

None Misdemeanor Felony Both

Criminal History


131

3727

5 3

43

9 8

1 1

30

5 4 0 2

None SSI SSDI SSI / SSDI SDI

SSA Benefits


2

14

31

3943

74

0 3

138

13

25

0 27 6

1115

Never ElevenPlus

Six to Ten Three toFive

One toTwo

Less thanOne

Years Since Last Worked



29

14 15

4

18

6

15

2

10 - 20 hours 21 - 30 hours 31 - 40 hours Varies

Hours Worked

Placed Successful

38

11 10

2 1

23

86

2 2

$10.00 - 10.50 $10.51 - 12.00 $12.01 - 15.00 $15.01 - 20.00 $20.01 & Up

Hourly Wage

Placed Successful

8 FY 16-17 SAN DIEGO EMPLOYMENT SOLUTIONS DEMOGRAPHICS -1-

Working 90+ Days, 28

Placed, 44

New Admissions,

81

Total Served, 142

SDES Clients Served

First Placement

55%

Second Placement

25%

Third Placement

20%

Clients with Multiple Placements

12

93

37

5

30

93

19

6

18 - 25 years 26 - 55 years 56+ years

Age


83

59

17

27

1117

Male Female

Gender



57

13

29

36

7

20

10 83 3

12

16 7

2

Caucasian AfricanAmerican

Hispanic/Latino Asian/PacificIslander

Other

Ethnicity


30

69

128

23

8

23

3 5 54

13

2 4 5

Bipolar MajorDepression

Panic / AnxietyDisorder

Other Schizophrenia /Schizoaffective

Diagnosis


24

46

4

34

28

6711 12

1

11

225

8

0

11

2

Did notgraduate HS

High School /GED

1 to 2 YearsCollege

3 to 4 YearsCollege

Bachelor'sDegree

Master'sDegree

Education


25

412

2

95

49

3 1 0

29

26 2 0 0

18

2

Homeless/Near

Homeless

Sober Living Living withFamily

Board & Care Independent Unknown /Decline to

Answer

Living Arrangements



55

80

7

20 22

2

1016

2

Co-Occurring None Unknown/ Decline toAnswer

Co-Occurring


5

98

20 17

20

31

5 6 20

21

2 4 1

Unknown /Decline to

Answer

None Misdemeanor Felony Both

Criminal History


100

2213

1

33

5 4 0

24

2 1 0

None SSI SSDI SSI / SSDI

SSA Benefits


67

6 8 10 11

26

15

3 1 1 1 17

2

11

0 0 0 28 7

Unknown Never Eleven Plus Six to Ten Three toFive

One toTwo

Less thanOne

Years Since Last Worked

All Served Working 30-90 Days Working 90+


1314

16

1

89

10

1

10 - 20 hours 21 - 30 hours 31 - 40 hours Varies

Hours Worked

Placed Successful

8

20

10

5

1

8

12

4 4

0

$10.00 - 10.50 $10.51 -12.00 $12.01-15.00 $15.01-20.00 $20.01 & Up

Hourly Wage

Placed Successful

47 TYPES OF CLIENT PLACEMENTS

12 FY 16-17 EMPLOYMENT SERVICES AND SAN DIEGO EMPLOYMENT SOLUTIONS

47 TYPES OF JOBS

Administrative Assistant Driver Patient Service Rep

Animal Attendant Fair Housing Tester Peer Liaison

Appointment Setter Food Prep Worker Peer Specialist

Backroom Associate General Labor Pet Sitter / Dog Walker

Bell Ringer / Fundraiser International ESL Instructor Poll Worker

Butcher Trainee Janitor Pricing Clerk

Call Center Associate Kitchen Grill Cleaner Relief Manager

Canvasser Landscaper / Handyman Research Assistant

Caregiver Machinist Receptionist

Cashier Maintenance Worker Sales Rep

Clerical Worker Merchandise Associate Security Event Staff

Computer Repair Technician Nanny Security Guard

Cook Office Clerk Stockroom Supervisor

Customer Service Park Operations Associate Substitute Teacher

Data Operations Clerk Parking Director Telemarketer

Dental Assistant Therapist Intern

13 FY 16-17 EMPLOYMENT SERVICES GOALS AND OUTCOMES SUMMARY -1-

Categories of Measure/Objective

Performance Indicator/

Goal Who Applied

to Time of Measure Data Source Obtained By Actual

Performance Extenuating Circumstances FY 15-16

Outcomes

Satisfaction

High overall satisfaction from clients

100% All Clients

At each client closure & annually during June-August

SWOT feedback, SurveyMonkey & returned mailed surveys

Administrative Staff

58% “Strongly Agree” & 32% “Agree” = 90%

YES-PLAN: Keep focus on high-level customer-service. MHS’s Customer Service Policy will be discussed 2x per year and all survey results 4x per year during Staff meetings. New hires will be trained to the agency’s high standards of customer service and expected outcomes


High overall satisfaction from DOR Counselors and mental health referral sources

100%

DOR Counselors & mental health referral sources

Annually during June –August

SWOT feedback & returned SurveyMonkey surveys



YES- With our efforts in increasing the amount of surveys received, the data shows a good-average rating.


An increase in survey responses

33% return from clients; 33% return from referral sources and DOR; & 33% return from employers

All clients, referring partners (DOR & mental health) and employers

Each client closure & annually during June-August

SurveyMonkey & returned mailed surveys

Administrative Staff & Direct Staff

30% clients; 50% referral sources; & 40% employers

YES- ONGOING PLAN: Direct staff to tell clients & all partners to complete surveys as they are helpful and needed for improvements to program and staff

20% clients; 20% referral sources; & 33% employers

Access

Increase Transitional Age Youth (TAY) total served and placed (TAY definition: ages 18-25)

15% of total served 15% of all placed

All clients July 1, 2017-June 30, 2018

ES Database Administrative Staff

7% of all served and 7% of all placed

YES-San Diego County & DOR also trying to recruit more TAY into employment & treatment services. PLAN: increase outreach to all County mental health referral agencies

5% all served and 9% of all placed

Increase wages above $12.00 for all successfully closed clients

75% of all clients placed

All clients placed

Monitor daily; report monthly; measure annually

ES Database Administrative Staff

21%

YES-PLAN: Access clients to more resources to increase their hard and soft skills to be eligible for better high-end jobs

20%

14 FY 16-17 EMPLOYMENT SERVICES GOALS AND OUTCOMES SUMMARY -2-



Goal Who Applied

To Time of

Measure Data Source Obtained By Actual


Outcomes

Efficiency & Efficacy

Achieve contract obligation of 189 New Clients

189 All served


ES Access data & DOR Client Listing Report


203 N/A 231

Achieve contract obligation of 81 Clients maintaining employment for 90+days, considered a “Successful – Closed Rehab” PLEASE NOTE: DOR stated contracts may begin to add “stable on the job” or “milestone measurements” for more of an efficient & efficacious review of contract goals. This will allow ES to prove their additional efforts in assisting Serious Mentally Ill (SMI) job seekers.

81 All placed clients



Employment Specialists report to Administration

41 closed successfully in FY 16-17; 47 closed successfully FY 16-17 that includes ES assistance from a previous fiscal year

YES- Effective 15-16, DOR implemented a policy that a client needs to be “In Plan” 6 months before successful closure can occur. Previous requirement for a Successful Closure was only 90 consecutive days working. FY 16-17, some clients did not stay consecutively employed with the same job, and thus some Successful Closures were not achieved as in previous years.

57 closed successfully in FY 15-16 66 closed successfully 15-16 that includes an ES service from a previous fiscal year

Minimize length of service from Intake to Successful Closure

6 months All closed Successfully

Annually measurement



Mode was both 7 & 9 months; Mean was 9 months

YES- ongoing goal to reduce time -Employment Specialist will continue to serve clients with a timeframe that is collaborative; however, clients make the decision about rapid vs. slower pace for job search

FY 15/16 Mode was 5 months; Mean was 9.5 months

*12-Year History of ES Successful Closures: Goal of 81 clients in a fiscal year, working the same job, more than 90+ days- a DOR “Successful- Closed Rehab”

FY 05-06 achieved 107% FY 09-10 achieved 50% FY 13-14 achieved 94%




15 FY 16-17 SAN DIEGO EMPLOYMENT SOLUTIONS GOALS AND OUTCOMES SUMMARY



Goal Who

Applied to Time of Measure Data Source Obtained By Actual


Outcomes

Satisfaction

High overall client satisfaction with “services received at San Diego Employment Solutions”

100% All Clients

Bi-annual surveys provided to clients (Nov/Jun) and quarterly PAG meetings

Survey Monkey and PAG



YES-PLAN: Keep focus on high-level customer-service. MHS’s Customer Service Policy and all survey results will be discussed 2x per year during Staff meetings. New hires will be trained to the agency’s standards of customer service and expected outcomes


Access

Increase integrated treatment efforts

Score of 3 or more on SAMHSA Supported Employment Fidelity Tool

All Clients Monitor daily; report monthly; measure annually

SDES Integrated Treatment Form and SAMHSA SE Fidelity Rating Tool


Score: 1 – Internal Fidelity Review

PLAN- Continue collaborating with community clinics for more integration per fidelity tool requirements with goal of reaching fidelity scale level of 3 minimum. Program will collaborate with clinics to attend at least one treatment team meeting a month to achieve goal.

Continued challenges in integration.

Efficiency & Efficacy

Achieve contract obligation of obtaining 77 unique placements per fiscal year

77 All placed clients


SDES Access data and Excel Tracking Placements

Employment Specialists report to Administration

38

High staff turnover during last fiscal year affected placement outcomes. Started current FY fully staffed.

43

At least 30% of persons who became competitively employed in prior fiscal year will be competitively employed for at least 25% of the subsequent fiscal year

30% All placed clients

Monitor, report, and measure annually

SDES Access data and Excel Tracking Placements

Employment Specialists/ Peer Specialist report to Administration

51% retained, 171% of goal achieved

Continue following up with participants to ensure high retention rates even after deactivation from program

104%

*8-Year History of SDES Successful Retention: Goal of 30% of clients who have worked 90+ days into subsequent fiscal year



FY 11-12 achieved 80% FY 14-15 achieved 95%

16 FY 16-17 EMPLOYMENT SERVICES & SAN DIEGO EMPLOYMENT SOLUTIONS

RISK AND ACCESSIBILITY GOALS

Program Risk & Accessibility Issues Action to be taken

Estimated Date of Completion Actual Date of Completion

Attitudinal (Moderate)

Employers hesitant to work with participants receiving mental health services

ES & SDES: Panel presentation by program staff to inspire/educate employers. Have 1 employer per month present to both ES & SDES job seekers about their company A debrief time to the Monthly Employer presentations at ES to address any questions or employer suggestions for accommodations typically requested, for better job performance with employees with mental health conditions

Begin December 2017

Began February 2017

Access/ Architectural (High)

Program integration to 1) increase fidelity rating for IPS model for Supported Employment, and 2) increase access

SDES: Pursue co-location at UPAC’s new Central Region clinic to increase the subcontractor’s caseload, and for SDES to be integrated with a large outpatient clinic, with goal 1) to have an integrated site with a treatment provider and 2) increase referrals and collaboration

June 2018

Communication (Moderate)

No input from mental health providers

ES & SDES: Invite mental health staff to attend an employment team meeting to increase collaboration with referral sources. Request to attend quarterly treatment team meetings at mental health clinics, with dual goal to increase fidelity to IPS Supported Employment model.

January 2018

Transportation (Low)

Bus pass money not immediately accessible to some job seekers

ES: Pursue mini-grants and donations for daily bus-passes from clients

FY 16-17 completed. SDES bus pass budget was increased for clients.

Health (Moderate)

More integration with primary care clinics Access for all clients to healthcare through primary care clinics

SDES & ES: Invite staff from a FQHC to attend staff meetings, conduct outreach at FQHCs; attend Annual Integration Summit for Primary Care & Behavioral Health Continue asking each client at Intake about their access to healthcare Regular dissemination of information for clients regarding the location of their local primary care clinic and dentistry office. Continue to encourage Hepatitis A vaccines as needed to help control the SD outbreak.

December 2017

December 2016 completed. Program Managers have provided presentations and attended the Summit

Financial (High)

Limited donations and funds available, as well as restricted line items and limited budgets for programs’ unmet needs, such as office equipment. Increase wages/salaries to avoid turnover and have better staff retention

ES: Purchase a new phone system and upgrade the copy machine, and video camera for client mock interviews ES/SDES: Continue to advocate with funders for increase in budget, based on San Diego and CA minimum wage increases, and explore changes in current staffing patterns while still meeting contract goals and outcomes to facilitate competitive salary increases for staff. SDES: Review program budgets for cost savings to client computers, buy projector & camera for client trainings

June 2018

FY 16-17 a projector was purchased for SDES and a camera was donated from another MHS program


AREAS OF RISK

Areas of Risk

Program 1 -Employment Services 2 -SD Employment Solutions

Risk Occurrence 1-rare 2-unlikely 3-moderate 4-likely 5-almost certain

Risk Impact 1-insignificant 2-minor 3-moderate 4-major 5-catastrophic Mitigation Plan FY 16/17 Results FY 16/17 Mitigation Plan FY 17/18

Staff turnover 1, 2 4 4

1-Increase recruitment opportunities by networking at each event attended by employment specialists 2-Increase retention by advocating for budget increase based on impact of San Diego, California, and federal Exempt and Non-Exempt minimum wage increase on all salaries

1-Yes, focused on this goal during meetings throughout 16/17 2- No, funding sources have not augmented contracts despite requests from MHS Leadership. For SDES, collaborated with funding source COR to restructure program staffing to allow for increased wages with static budget.

Continue efforts stated in 1 & 2 and add: • A request for MHS to have an “All

Employment Specialists” meeting/training to allow other MHS staff to become familiar with ES & SDES services and potential job opportunities

Sentinel Client suicide attempts

1 2 3-5

1-Risk Assessment notifications added to all Detailed Client Lists 2-Notify mental health provider, Behavioral Health Services & DOR if client is considered a “Risk.”

1-Yes, done 2-Yes, done as needed, by direct staff

Continue efforts stated for 1 & 2 for 17/18

Financial Lack of funding, donations, & corporate reserves for equipment needs: smart phones for all direct staff to access job information from employers when in the field; video cameras for job seeker mock interviews; projectors for program outreach presentations; ES: wireless for laptop computers

1 4-5 3-4

1-Request funds from foundation from Indian Casino and annual San Diego County Behavioral Health Mini Grant 2-Assist MHS Leadership in “Fill the Gap Campaigns” 3- Review MHS and BHS asset disposal and salvage lists regularly for equipment that can be transferred to programs, such as video cameras and projector

1-No, was not successful- Called Viejas & Sycuan. 1- Yes, mini grant cards were received FY 16/17 used for Target items for job seekers & advisory group meeting. 2-No results. MHS is not fundraising now. 3-Yes- computers, printers, and projector received. No cameras or phone system received

Drop foundation & fundraising pursuits, add:

• Pursue donation requests from various industries where job development will be emphasized

• Review budget for addition of wireless expense for 1 Job Developer and PM

• Transfer available equipment from other programs whenever inventory allows, such as during program transitions

18 FY 16-17 MHS AREAS OF RISK

Areas of Risk

Program 1 -Employment Services 2 -SD Employment Solutions

Risk Occurrence 1-rare 2-unlikely 3-moderate 4-likely 5-almost certain

Risk Impact 1-insignificant 2-minor 3-moderate 4-major 5-catastrophic Mitigation Plan

Program Servicer/Performance Increasing resources in the county (new programs, augmentations to existing programs for employment support) resulting in decreased referrals

1, 2 4 3

1- Coordinate with other programs to ensure clients who meet programs guidelines are referred to ES or SDES 2- Increase outreach to community clinics to increase referrals

Agency Reputation and Financial Security MHS continues to have 1 item outstanding on Cure Notice from SD BHS

1,2 4 4

1- MHS has revamped certain financial and business practices following the cure notice. All but one item remains open; legal action against subcontractor to address outstanding matter and resolved cure notice with BHS.

Staff Turnover MHS has a high rate of turnover resulting from non-competitive salaries based on budget limitations and job satisfaction.

1,2 4 3

1- ES, SDES and MHS continue to advocate, along with other behavioral health services contractors, for increase in budget allocations from SD County Behavioral Health Services to allow for competitive wages as CA minimum wage increases, and to allow for cost of living increases 2- MHS Interim HR Director providing trainings to Program Managers for uniform support to address employee job performance and satisfaction. 3- MHS Interim HR Director is reviewing all job descriptions and revising job description format to ensure employees are fully aware of scope of work and expectations at onset of employment. Exempt status positions are reviewed to ensure compliance with legal guidelines. ES and SDS positions are under revision.

Employment Services San Diego Employment Solutions Short Term Ongoing Goals for 2017 Short Term Ongoing Goals for 2017

Long Term Goal: Quality Assurance- Highest Clinical Outcomes

Objective 1: Increase TAY referrals and services • to meet growing need of this population in our community per BHS and DOR

Objective 2: Improve program outcomes by having every client meet an employer within their first 30-days of Intake • to get clients on track more quickly in the job search process and enhance competitive

placements and outcomes by building momentum during the first month of services

• to engender hope for long-term prospects for employment from the start of program participation and help motivate and educate clients about what is expected from an employee

Objective 3: Efficiently send Monthly Progress Notes to Department of Rehabilitation Counselors via email Encryption

• to decrease staff time in processing postal mailing and costs associated with this manual procedure

• to assure highest level of integrity handling client information

Long Term Goal: Quality Assurance- Highest Clinical Outcomes

Objective 1: Increase TAY referrals and services • to meet growing need of this population in our community per BHS

Objective 2: Improve program outcomes by having every client meet an employer within their first 30-days of Intake • to get clients focused on employment more quickly and abide by Supported Employment

tenet of Rapid Job Search

• to enhance competitive placements and engender hope for long-term prospects for employment

• to enhance program fidelity and meet momentum for clients

Objective 3: Efficiently collect, review, and share Job Development resources with OneDrive implementation

• to allow staff access to the most up-to-date resources while serving clients in the field • to have a one-stop-shop for staff to collect employer information

• to enhance client competitive placements

Long Term Goals – Ongoing 2017-2020 Long Term Goals – Ongoing 2017-2020

Goal 1: Diversify Funding/New Business Development- Optimize workforce retention and program resources

Objective 1: Mitigate financial limitations from program budget by finding alternate or increased funding and resources/ optimizing allocation of budgeted funds in our budget • to maintain qualified staffing and offer competitive wages with cost of living increase

allowances

• to meet client needs with more community-based service by providing wireless laptop access for all direct staff

Objective 2: Discuss/ evaluate positives and negatives of an ES central program site relocation

• to mitigate financial risks based on increasing rents

• to keep access to main referral source & good transportation

Goal 1: Diversify Funding/New Business Development- Optimize workforce retention and program resources

Objective 1: Mitigate financial limitations from program budget by finding alternate or increased funding and resources/ optimizing allocation of budgeted funds in our budget • to maintain qualified staffing and offer competitive wages with cost of living increase

allowances

• to provide incentives to employers who hire our consumers

Goal 2: Quality Assurance- Highest Clinical Outcomes

Objective 1: Discuss/ evaluate the positives and negatives of transitioning client records to the MHS Avatar software to align with other MHS programs and provide a centralized data source

• to continue to have highest level of program excellence

Goal 2: Quality Assurance- Highest Clinical Outcomes

Objective 1: Evaluate new external fidelity review tool to be conducted by third party, addressing challenge in integration with mental health treatment

• to continue to have highest level of program excellence by having scores of 3 or more on all areas, with goal of 5.

• to participate in treatment teams or portion of, wherever possible, in order to reach a score of 3 or more on Integration by attending 1 treatment team meeting per month.


STRATEGIC OBJECTIVES AND GOAL

employment services (es) san diego employment solutions

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