Raising Expectations: The Direct Support Professional Workforce · 2019. 8. 8. · Public Service...
Transcript of Raising Expectations: The Direct Support Professional Workforce · 2019. 8. 8. · Public Service...
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Raising Expectations: The Direct Support
Professional Workforce The Arc National Conference
Seattle, Washington August 4, 2013
Amy Hewitt, PhD Research and Training Center on Community Living
Institute on Community Integration, University of Minnesota
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Purpose/Goals
Share with you information about the content of an exciting collection of tools and resources
Learn national & state statistics on DSW workforce demographics and challenges
Gain overview information about effective workforce development strategies that can assist in raising your expectations of DSPs
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Institution, ICF/IDD & HCBS Recipients 1977-June 2011
Source: RISP 2011
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
77 87 96 0 10 11
Institution ICF HCBS
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1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Own Home 62,669 65,006 73,147 80,242 86,694 90,597 107,157 101,143 104,386 115,659 115,873 122,088 127,455 120,313 Family 325,650 355,192 391,859 451,677 482,479 500,004 503,641 533,048 569,020 576,163 588,594 599,152 592,180 610,299 Host Home 28,122 31,884 37,367 40,688 42,272 45,759 39,857 35,386 35,302 36,972 38,262 40,967 40,060 44,214 1 to 6 108,844 114,546 124,469 135,322 135,571 135,569 142,918 156,610 157,082 157,765 160,477 158,621 167,874 172,769 7 to 15 53,940 52,863 52,818 54,333 54,031 54,325 58,503 52,888 56,572 59,002 53,198 58,235 55,682 57,486 16+ 89,348 82,718 82,582 77,180 72,742 72,474 69,148 66,501 66,125 62,496 59,447 59,604 57,028 55,572 Nursing Home 24,144 25,533 32,195 35,155 34,820 35,005 32,899 30,027 28,206 26,013 26,080 29,608 31,832 33,661
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
Place of Residence for Service Recipients with IDD 1998 to 2011
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National Service Need Projections
By 2020 it is estimated that: 640,000 individuals will need supported
employment services Almost 700,000 individuals will be receiving
services in their family home
Report to Congress, Hewitt, Larson, Lakin (2006) & PHI 2009
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Growth of Community Based Services
Deinstitutionalization Community based settings Smaller in size Increase in variety and difference in places Geographic dispersion of service delivery location
Implications DSW roles requiring greater skill, judgment, and accountability Greater autonomy and responsibility More independent problem-solving, decision-making Need for adequate supervision and co-worker interaction
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DSP Expectations
Person-centered Culturally competent
Support Choice
Maintain health & safety
Comply with rules and regs.
End shift neat & tidy
Work well with others
Document
Teach
Problem-solve
Respect rights
Medical Support
Specialized knowledge
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State of Direct Support DSP Support
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Who Are We Talking About?
Direct Support Professionals Personal Care Attendant direct care worker direct support staff community living specialist job coach employment specialist ETC…..
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DSP Workforce Challenges
• High Turnover / Low wages • Poor access and utilization of benefits • Limited access to training and education • Increasingly absent or ineffective supervision • Status and Image
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DSW Workforce
In 2016 there will be demand for more DSPs (4 million) in the U.S. Teacher K-12 (3.8 million) Law enforcement and public safety (3.6
million) Fast food workers (3.5 million) Registered nurses (3.1 million)
Source: Dorie Seavey, PHI 2009
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Turnover
Source: DSW Resource Center, 2012
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Source: DSW Resource Center, 2012
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Public Assistance for DSWs
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Wages ma(er… WY 2002 DSP wage pass-‐through
Source: Wyoming Department of Health, Developmental Disabilities Division (April 2005) “Direct Service Professionals Wages and Retention.”
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Low Wages: Correlation of Entry Wage to Turnover
8.Q: Using the consolidated data set of state-operated and private-operated providers combined, can predictions be made about whether Entry Wages affect Turnover Rate?As a result of the high correlation with wage data, a regression equation was used to generate predicted Turnover Rates. Turnover Rate was highly correlated with DSP Entry and Average Wages. For example, the DSP Average Wage correlation with Turnover Rate was -0.586, representing a statistically significant correlation (p<.001) with a large effect size. 12
Since the DSP Entry Wage was found to be significantly correlated with Turnover Rate, the results present challenging implications for private-operated providers.
For example, the regression analysis showed that for every $1 increase in Entry Wage, Turnover is predicted to decrease by 3.61% (Fig. 10). In a state where the difference between private- and state-operated providers’ Average Wages is $5, this would equate to an 18% predicted decrease in turnover in DSPs at private-operated providers if wages were equalized. For an agency that employs 100 DSPs, that would equate to 18 DSPs that are retained, thus saving the agency more than $86,000 in turnover costs.
Figure 10. 2009 Correlation of Entry Wage x Turnover
A: As average Entry Wage increases, Turnover Rate tends to decrease.
12 P values are the probability that a calculated test statistic as large or larger occurred by chance alone. P values range from 0 to 1. A zero P value would indicate that the probability of sampling a population and obtaining a test statistic with as large or larger a value was nonexistent. Typically, P values less than 0.05 (p < 0.05) are deemed statistically significant, corresponding to a 5% or less chance of an outcome at least that extreme, resulting in rejection of the null hypothesis.
75.00
2009 Entry Wage
Turn
over
Per
ecen
t
50.00
25.00
0.00
$8.00 $12.00 $16.00 $20.00
13
2009 DSP Wage Study, ANCOR
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ND wage pass-‐through
Source: DSW-RC for The North Dakota Association of Community Providers (NDACP) (2010) Recruitment and Retention of Direct Support Professionals in North Dakota: Analysis of 2010 NDACP Data, available at: http://www.ndacf.org/legislatSouivetalkingpoints,wages,%20turnover.htm
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BUT…… Wages Aren’t the Only Thing
Of all staff who leave 45% leave in first 6
months 23% leave between
6-‐12 months
15% of new hires fired in the first year
Reasons for leaving Co-‐workers Pay or benefits Supervisors
Larson, Lakin, Bruininks, 1998
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What’s the Big Deal?
“Decreasing turnover is about sustaining quality” Cost per hire
LSS 2005 $3,278 LSS 2011 $6,000 Mosaic $3,059 (range $826 to $10,700)
Supervisors spend 18% of their ]me with new or exi]ng employees when turnover is 50%
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DSP Recruitment and Retention: A Self-Advocate Perspective
We want staff who show up on time and help us get the stuff done we need to get done
We want people who are paid enough to stay so they like what they are doing
We want people who respect us and are respected for what they do and the pay they earn
Cliff Poetz, Self Advocate Leader
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Building & Strengthening the DSP Workforce
Recruitment & Selection Targeted Marketing Realistic Job Previews Structured Interviewing Status and Awareness (PSAs)
Retention DSW Competencies Education and Training Credentialing and Career Paths Recognition Membership and Networking
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University of Minnesota Resources: rtc.umn.edu
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Raise Expectations By: • Using (or urging use)
by providers and families
• Encouraging policies that promote practices aligned with tools
• Leading the way
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Realistic Job Preview
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Realis]c Job Previews
Present non-distorted information to job applicants about the job and the organization/
family/individual(s) before a job offer has
been made
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Why Use RJP’s?
§ RJP’s improve retention rates by 9% - 17% § RJP’s increase retention of workers
u 12% for agencies with annual retention rates of 50%, and
u 24% for agencies with annual retention rates of 20%
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NY RJP
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Public Service Announcement
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PSAs
Component of recruitment campaign Raise community awareness of DSPs Celebrate profession Combine with annual DSP national
week
http://directsupportprofessional.org/
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Structured Behavioral Interview Guides
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Why Structured Interviews?
The best predictor of future behavior is past behavior in similar circumstances that was recent or that reflected long-‐standing behavior pa(erns
Ask candidates to describe situa]ons they have faced and how they handled them. Situa]on, Behavior, Outcome
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Turnover Calculator, Retention, Wage and Benefit Survey
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The Arc DSP Data Collection
Assist with understanding your organization’s data
Provide a national picture Support public policy Leverage external resources/grants
to help
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Targeted Marketing and Recruitment Toolkit
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Niche Group Marketing
Gen X and Y’rs Faith communities Retirees Students Displaced workers Stay at home
parents
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FLS and DSP Competency Sets
Used as a guidepost for workforce development activities and tools:
Ø Recruitment, hiring, and selection Ø Curriculum and training program development and implementation Ø Job descriptions Ø Performance evaluation Ø Career pathways, ladders and lattices:
² Apprenticeship programs ² Credentialing and certification systems
Ø Continuing education and ongoing staff development
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What is Competency Based Training?
Training that is focused on developing worker: Knowledge (what a person knows) Skills (what a person is able to do) Attitudes (the way in which a DSP thinks about people
with IDD, job and how they approach decision-making) Based on real work actions Goal of achieving required/desired outcomes
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College of Direct Support – UMN College of Frontline Supervision – UMN College of Employment Services - UMASS College of Personal Assistance and Caregiving - UCSF College of Recovery and Community Inclusion - Temple
http://directcourseonline.com/
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Initial Trends: DSP Performance (n = 505)
Overall trend of DSP skills: Intervention group had significantly higher ratings after
1-year in areas related to – rights & choice support in home & work supporting relationships safety & health
On a 5-point scale: 0 = No skill; 1 = Introductory; 2 = Practice; 3 = Proficient; 4 = Advanced
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DSP Performance
.90
1.15
1.40
1.65
1.90
2.15
Baseline One year
Control
Intervention
Teaches to live in community Supports choice-making
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People with Disabilities (N = 140 from 9 orgs.)
Among the promising trends: Across both settings—intervention group experienced:
Decreases in loneliness compared to increases with control group.
Greater proportion reporting best friends compared to a decrease in control group.
Greater increase in social roles than control group. Greater increase in choice making compared to control group.
RTC, 2013 (preliminary data)
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CDS Evidence Base: Retention/Vacancy
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Outcomes Associated with Competency-Based Training
(Direct Service Workforce Resource Center, in draft)
!
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http://rtc.umn.edu/main/
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Contact Information
Amy Hewitt, PhD Director
Research and Training Center on Community Living
Institute on Community Integration, UMN 110 Pattee Hall, 150 Pillsbury Dr. SE,
Minneapolis, MN 55411
[email protected] (612) 625-1098