Three-Year Accreditation. CARF Survey Report for ServiceSource - Virginia Regional Office

Transcription

1 Three-Year Accreditation CARF Survey Report for ServiceSource - Virginia Regional Office

2 Organization ServiceSource - Virginia Regional Office White Granite Drive Oakton, VA Organizational Leadership Janet Samuelson, President/CEO Bruce Patterson, Executive Vice President/COO Kenneth Crum, Regional Executive Director Three-Year Accreditation Survey Dates May 12-15, 2015 Survey Team Lynn M. Noren, M.A., Administrative Surveyor Kathryn M. Smallen, M.Ed., Program Surveyor Deborah Jones, M.Ed., Program Surveyor Programs/Services Surveyed Community Employment Services: Employment Supports Community Employment Services: Job Development Community Integration Employment Planning Services Governance Standards Applied Previous Survey November 29-December 2, 2011 Three-Year Accreditation Survey Outcome Three-Year Accreditation Expiration: January 2018

3 SURVEY SUMMARY ServiceSource - Virginia Regional Office has strengths in many areas. The organization is committed to its mission to deliver exceptional services to individuals with disabilities through innovative and valued employment, training, habilitation, housing and support services. Members of the leadership at all levels are focused on developing and designing services that meet the needs of the communities in which the programs operate. Services across the organization are of high quality, and they are focused on the unique needs of each individual. The leadership is commended for the organization s well-written and ethical governance policies and practices. The board members actively serve on board committees, advocate on behalf of the organization, participate in the organization s events, and represent ServiceSource in the community. The annual board assessment recently was updated based on input and best practices research, and assessment results are continuously used to improve ongoing practices. The board process for review and approval of executive compensation is excellent and very well documented. ServiceSource is led by an experienced and dedicated president/ceo and leadership team. The members of leadership have long tenure with the organization and, without exception, demonstrate a strong commitment to mission-driven operations as well as a spirit of collaboration and cooperation across the organization. Led by the leadership, the staff members demonstrate commitment to person-centered service delivery and display excellent rapport with the individuals. The organization opened new corporate headquarters in Oakton, Virginia, in The newly renovated building is a beautiful and excellent setting for its Virginia operations. The leadership is complimented for planning the new location with a clear focus on accessibility and for ensuring that it would be a barrier-free setting. In addition, the location integrates a variety of community partners, which creates opportunities for collaboration and services coordination. As part of the move to a new location, significant planning and effort was devoted to the area of technology. A well-detailed IT strategic plan guides the continued implementation of enterprise solutions for improved functionality, reporting, and productivity across the organization. The organization s IT team has done an excellent job of implementing new technologies that increase communication, access to information, and functionality. There are also well-defined plans for continued enhancements, including the implementation of electronic records in 2016 as well as improved human resource information systems to more efficiently manage operations. ServiceSource is commended for its collaborative relationships with other community organizations and for the collaboration that is evident across its own services. It is committed to increasing the ancillary supports and information resources available to the individuals and their families. Page 2

4 The organization has done an excellent job of increasing its initiatives for community relations and fund development efforts. An ambitious capital campaign has been implemented in order to secure funding for the Oakton facility and for new program expansion. There are goals to continue the campaign with a focus on the improvement of program locations as well as future program development. ServiceSource - Virginia Regional Office is commended for its outreach to and collaboration with the individuals families. The organization has a long-standing families and friends group that organizes social events for persons with disabilities, including the individuals. The group is involved in advocacy efforts that include connecting to both local and state public policy officials and sharing families experiences as a way to promote the need for disability services. The group also provides excellent networking and support opportunities for these families, many of whom have developed life-long friendships. ServiceSource has developed excellent enterprise risk management practices to mitigate risk in the highly complex organization. The leadership uses a heat map to rate risks based on their potential likelihood and impact. It identifies the top organizational risks and assigns high level risks to a responsible owner to develop a mitigation plan. Quarterly reports of actions taken to reduce risk are required from the responsible owner. Additionally, the organization has a leadership position whose responsibilities focus on safety and risk management across the organization. Monthly reports are shared with the leadership that outline risk activity and display key organizational metrics related to risk management. Feedback from the organization s insurance carrier rates the risk management practices of ServiceSource as best in class. The organization has developed an effective structure to monitor its health and safety efforts. Safety committees operate in each of its regional organizations and the chairs of each committee meet on a monthly basis to discuss corporatewide safety initiatives. This structure encourages information sharing and problem solving across the regions. Annual goals related to safety are set at the enterprise and regional levels and carefully monitored by the safety chair committee. ServiceSource s excellent human resource processes are managed at the corporate level to ensure that consistency is maintained across the organization. The high quality of staff development and training for all employees is evident. The organization has developed human resource information systems to track training, performance reviews, and other staff information. The organization is commended for implementing financial practices that have led to a long history of apparent financial stability and solvency. Detailed reports are shared with the leadership and board in an understandable manner to guide prudent decision making related to financial matters. The budgeting process begins in each operational area with managers detailing the resources they need to meet strategic goals and leads to transparency in the annual process. ServiceSource - Virginia Regional Office s staff members are mission driven and dedicated to providing services to the individuals. They are enthusiastic and caring, show a high level of dignity and respect for the individuals, and are strong advocates for their needs. It is evident that the individual is the center of all decisions and actions taken as well as the organization s day-today operations. The staff members express a high level of satisfaction with the support they receive from their supervisors. The management and leadership teams operate with an open-door policy and respond in a timely manner to requests and issues. They are very involved with the staff members and individuals and they are aware of each individual s needs and accomplishments. Page 3

5 The individuals express a high level of satisfaction with their assigned vocational rehabilitation specialists and the employment development specialists who work with them from the start of services through job attainment and maintenance. They indicate satisfaction with the services they receive and the employment opportunities they have experienced. Records documentation is comprehensive and individual centered and it promotes effective employment planning, job development, coaching, and follow-along services. The records provide an excellent history of the individual planning process and services provided. Funding and referral sources are highly complimentary regarding ServiceSource and its services, and their mutual respect and cooperation has resulted in more efficient services for the individuals. The employment staff members do not take the stance that the individual cannot do a job; rather, they come together to create a way for the individual to go beyond any barrier he or she might have to secure employment. Job carving, customized employment, and any necessary accommodations are regularly utilized as part of the job development process. A sense of joint effort to support the individuals is strong and evident in the team members interactions, respect, and communication across the organization. The organization is well respected by and enjoys an excellent relationship with local employers. The employers express a high level of satisfaction with the employees they have hired through ServiceSource as well as with the organization s support. Many employers expressed that they wish that all of their employees had the dedication and work ethic of the staff members of ServiceSource. The organization is commended for its entrepreneurship, specifically the Blossom Café. The café employs individuals interested in the food service industry. The quality of their product enables them to enjoy a successful business. In addition to selling food items, the café sells products made by individuals in the Employment Referral and Community Integration Centers (ERCIC). One hundred percent of the proceeds from the products that are sold go to the individuals who created them. In addition, several of the products that are sold are made by individuals with disabilities who are not served by ServiceSource. The employment staff members are respectful of the individuals they support, and they become part of the workforce with the individual in order to not draw attention to the support they provide. Employers express a high level of satisfaction with the staff members knowledge and the work they produce. The organization is recognized for the wide variety of employment opportunities that it makes available to the individuals. In addition to individual job placements that are customized to the individuals needs and desires, the organization has numerous contracts with SourceAmerica and private contracts that utilize group employment. The individuals parents express a high satisfaction level with the Day Habilitation and ERCIC programming and staff members. Some parents described how excited the individuals are to come to the program each morning and how enthusiastically they review their daily program activities and friendships. The parents describe the organization s facilities as clean, welcoming, and safe. One parent commented that she feared that her adult child and other individuals might not practice good hygiene and could pick up colds and infections; however, she is extremely pleased with the one-to-one support her child receives around some basics such as proper handwashing. Other parents discussed issues they have with the transit providers and indicated Page 4

6 appreciation that the organization s staff members help set up meetings to problem solve issues and to develop positive plans and routines for van drivers. Another parent talked about how his child expressed that he feels valued and respected by the staff. The staff members supported this individual s desire to teach others basic Spanish words and they gave him assistance and a forum to do so. The Day Habilitation and ERCIC staff members are very knowledgeable about the individuals needs, strengths, and abilities, which enables them to quickly identify possible triggers, warning signs, and medical issues. They view the individuals in a holistic manner and not only strive to support success in day services, but also in life in the community and at home. The staff members go above and beyond to meet individuals needs by being flexible and by often pulling in internal or external resources. The quality improvement coordinators and behavioral specialists are very knowledgeable regarding the individuals and they complete thorough and strengths-based individual-centered plans, progress notes, periodic reviews, and behavioral plans, when appropriate. They communicate the plans to all team members and make adjustments as needed. Their work reflects the organization s philosophy that every person is a valued member of the community who is worthy of respect and capable of contributing to the community. ServiceSource evidences that it is dedicated to accommodating the functional, emotional, therapeutic, behavioral, and healthcare needs and preferences of the individuals through the use of a full cadre of credentialed specialty staff members, including registered nurses; physical therapists; speech-language specialists; occupational therapists; special education teachers; and expressive therapists for dance, music, and art. The dedication, expertise, talent, enthusiasm, and creativity of these staff members are reflected in the wide array of choices available to the individuals, regardless of their ability levels. In the following area ServiceSource - Virginia Regional Office demonstrates exemplary conformance to the CARF standards. ServiceSource - Virginia Regional Office is commended for its strategic planning process and its exemplary ongoing efforts in considering expectations of stakeholders as well as multiple other factors that impact on successfully developing and implementing strategic planning goals. The organization proactively recognized the environmental policy changes in the industry and is responding to changing public policy, such as the U.S. Department of Justice ruling in the state of Virginia, as well as other policy changes that increasingly emphasize serving individuals in integrated settings. Strategic planning efforts were focused on redesign, and the significant involvement of stakeholders was incorporated throughout the process as the organization began to make this significant service delivery shift. The efforts for gathering input initially as well as throughout the stages of planning and implementation are well documented. The resultant changes have been positive and they are embraced by individuals and their families due to the proactive and inclusive processes that were used to plan the redesign. ServiceSource - Virginia Regional Office has been successful in developing integrated service options, including selfemployment, increased community activities, the development of a café that is staffed by the individuals, and other new concepts that are guided by key service principles and design elements that were agreed upon with stakeholders. Page 5

7 ServiceSource - Virginia Regional Office received no recommendations from this accreditation survey. Consultation given does not indicate nonconformance to standards but is offered as a suggestion for further quality improvement. On balance, it is evident that ServiceSource - Virginia Regional Office provides excellent employment and community integration services to the individuals in its many programs. The mission-driven leadership focuses on continuous growth and quality improvement and fosters an organizational culture of service excellence. ServiceSource - Virginia Regional Office, the enterprise s headquarters, recently moved its operations to a new location following extensive planning and the development of funds necessary to secure resources needed to make the transition. Service Source is a highly complex organization, serving a broad geographic area with a varied array of services. Service delivery is focused on addressing community needs and responding to multiple regulatory agencies and funders and community partners. Excellent administrative practices have been developed to meet the needs of the complex organization and its services are of very high quality. The individuals, families, funders, and other stakeholders report high satisfaction with the services provided by ServiceSource. The organization has developed a significant number of business contracts with SourceAmerica across the United States that offer varied employment opportunities to the individuals. The resources gained from these contracts allow it to grow services and to broaden the scope of its support services to the individuals and in doing so, to go above and beyond the scope of the organization s funded services. ServiceSource - Virginia Regional Office demonstrates a strong commitment to the principles and values of CARF as evidenced by its extremely thorough and organized preparation for this accreditation survey. It is anticipated that the organization will continue to focus on continuous quality improvement and service excellence in the foreseeable future. ServiceSource - Virginia Regional Office has earned a Three-Year Accreditation. The organization is recognized for providing quality employment and mental health services. It is encouraged to continue to use the CARF standards on an ongoing basis as guidelines for continuous quality improvement. SECTION 1. ASPIRE TO EXCELLENCE A. Leadership CARF-accredited organizations identify leadership that embraces the values of accountability and responsibility to the individual organization s stated mission. The leadership demonstrates corporate social responsibility. Page 6

8 Leadership structure Leadership guidance Commitment to diversity Corporate responsibility Corporate compliance B. Governance The governing board should provide effective and ethical governance leadership on behalf of its owners /stakeholders interest to ensure that the organization focuses on its purpose and outcomes for persons served, resulting in the organization s long-term success and stability. The board is responsible for ensuring that the organization is managed effectively, efficiently, and ethically by the organization s executive leadership through defined governance accountability mechanisms. These mechanisms include, but are not limited to, an adopted governance framework defined by written governance policies and demonstrated practices; active and timely review of organizational performance and that of the executive leadership; and the demarcation of duties between the board and executive leadership to ensure that organizational strategies, plans, decisions, and actions are delegated to the resource that would best advance the interests and performance of the organization over the long term and manage the organization s inherent risks. The board has additional responsibilities under the domain of public trust, and as such, it understands its corporate responsibility to the organization s employees, providers, suppliers, and the communities it serves. Ethical, active, and accountable governance Board composition, selection, orientation, development, assessment, and succession Board leadership, organizational structure, meeting planning, and management Linkage between governance and executive leadership Corporate and executive leadership performance review and development Executive compensation Page 7

9 Consultation The leadership has created succession plans for key leadership positions. It is suggested that ServiceSource explore the use of assessments of potential leadership candidates as a means of seeking objective input regarding the strengths and development needs of emerging leaders. C. Strategic Planning CARF-accredited organizations establish a foundation for success through strategic planning focused on taking advantage of strengths and opportunities and addressing weaknesses and threats. Strategic planning considers stakeholder expectations and environmental impacts Written strategic plan sets goals Plan is implemented, shared, and kept relevant Exemplary Conformance C.1.a. through C.1.k. ServiceSource - Virginia Regional Office is commended for its strategic planning process and its exemplary ongoing efforts in considering expectations of stakeholders as well as multiple other factors that impact on successfully developing and implementing strategic planning goals. The organization proactively recognized the environmental policy changes in the industry and is responding to changing public policy, such as the U.S. Department of Justice ruling in the state of Virginia, as well as other policy changes that increasingly emphasize serving individuals in integrated settings. Strategic planning efforts were focused on redesign and the significant involvement of stakeholders was incorporated throughout the process as the organization began to make this significant service delivery shift. The efforts for gathering input initially as well as throughout the stages of planning and implementation are well documented. The resultant changes have been positive and they are embraced by individuals and their families due to the proactive and inclusive processes that were used to plan the redesign. ServiceSource - Virginia Regional Office has been successful in developing integrated service options, including self-employment, increased Page 8

10 community activities, the development of a café that is staffed by individuals, and other new concepts that are guided by key service principles and design elements that were agreed upon with stakeholders. D. Input from Persons Served and Other Stakeholders CARF-accredited organizations continually focus on the expectations of the persons served and other stakeholders. The standards in this subsection direct the organization s focus to soliciting, collecting, analyzing, and using input from all stakeholders to create services that meet or exceed the expectations of the persons served, the community, and other stakeholders. Ongoing collection of information from a variety of sources Analysis and integration into business practices Leadership response to information collected E. Legal Requirements CARF-accredited organizations comply with all legal and regulatory requirements. Compliance with all legal/regulatory requirements Consultation The organization has policies and procedures to ensure that the confidentiality and security of its records are maintained. The organization is encouraged to move forward with plans to implement an electronic record-keeping system to increase access to information as well as to create increased efficiencies across the organization. Many of its current processes require Page 9

11 information to be documented in a variety of ways, which could potentially create opportunities for errors and information gaps. Implementation of an electronic records system could assist in minimizing these types of issues. F. Financial Planning and Management CARF-accredited organizations strive to be financially responsible and solvent, conducting fiscal management in a manner that supports their mission, values, and annual performance objectives. Fiscal practices adhere to established accounting principles and business practices. Fiscal management covers daily operational cost management and incorporates plans for long-term solvency. Budget(s) prepared, shared, and reflective of strategic planning Financial results reported/compared to budgeted performance Organization review Fiscal policies and procedures Review of service billing records and fee structure Financial review/audit Safeguarding funds of persons served G. Risk Management CARF-accredited organizations engage in a coordinated set of activities designed to control threats to their people, property, income, goodwill, and ability to accomplish goals. Page 10

12 Identification of loss exposures Development of risk management plan Adequate insurance coverage H. Health and Safety CARF-accredited organizations maintain healthy, safe, and clean environments that support quality services and minimize risk of harm to persons served, personnel, and other stakeholders. Inspections Emergency procedures Access to emergency first aid Competency of personnel in safety procedures Reporting/reviewing critical incidents Infection control Consultation The organization has detailed procedures for reporting incidents and accidents. In the day services area, funder-required procedures for reporting incidents require that the staff members complete an organizational form and also report through the state-required Current Research Information System (CRIS). Given that the staff members are focused on this reporting, they might not report a third summary of the incident through the Intelex Technologies, Inc., system that the organization uses to monitor trends and other information. As the organization explores electronic recordkeeping, it might also consider efficiencies that could be gained through linked reporting applications that could ensure that all incident information is available for analysis. Page 11

13 ServiceSource is encouraged to utilize a new vehicle checklist when a new vehicle is purchased to ensure that all necessary equipment is available in the vehicle prior to use. It is suggested that the organization keep all health and safety information in the site binders for ease of access by safety committee members and others wishing to review it. For example, committee notes could be helpful in ensuring that issues raised during internal safety inspections are resolved on a timely basis. Currently, these documents are maintained in separate files. ServiceSource states that, in order to protect privacy, the staff members in the ERCIC programs do not carry emergency information about the individuals for whom they provide transportation on outings. The staff members are instructed to alert emergency personnel in the event of an emergency and to use mobile communication to obtain needed information from the organization s database. The organization s other day habilitation programs utilize a different procedure for this purpose that involves carrying a binder with specific information about each individual. It is suggested that ServiceSource review its day services practices and consider implementing a single procedure that could provide for greater ease of training and consistency of application. I. Human Resources CARF-accredited organizations demonstrate that they value their human resources. It should be evident that personnel are involved and engaged in the success of the organization and the persons they serve. Adequate staffing Verification of background/credentials Recruitment/retention efforts Personnel skills/characteristics Annual review of job descriptions/performance Policies regarding students/volunteers, if applicable Page 12

14 Consultation The organization has well written procedures for contractors, students, and interns and it has created a handbook and standardized practices for application across the organization. The procedures recently were updated to include policies and written procedures for dismissal. It is suggested that the updated handbook be disseminated across the organization. J. Technology CARF-accredited organizations plan for the use of technology to support and advance effective and efficient service and business practices. Written technology and system plan Consultation When the SharePoint software site is developed for the organization, consideration might be given to the creation of folders for the review of organizational information, including outcomes management reports, health and safety inspections and reports, organizational committee minutes, and other information that could be made available to the staff members. K. Rights of Persons Served CARF-accredited organizations protect and promote the rights of all persons served. This commitment guides the delivery of services and ongoing interactions with the persons served. Communication of rights Policies that promote rights Complaint, grievance, and appeals policy Annual review of complaints Page 13

15 L. Accessibility CARF-accredited organizations promote accessibility and the removal of barriers for the persons served and other stakeholders. Written accessibility plan(s) Requests for reasonable accommodations M. Performance Measurement and Management CARF-accredited organizations are committed to continually improving their organizations and service delivery to the persons served. Data are collected and analyzed, and information is used to manage and improve service delivery. Information collection, use, and management Setting and measuring performance indicators Page 14

16 Consultation It is suggested that the organization include the collection and incorporation of performance information as part of planning the implementation of an electronic record-keeping system. Dashboards might be created for managers that display the aggregated information. This could keep the performance results in front of managers on a real-time basis and might eliminate the need to maintain the separate data tracking processes that are in use at this time. N. Performance Improvement The dynamic nature of continuous improvement in a CARF-accredited organization sets it apart from other organizations providing similar services. CARF-accredited organizations share and provide the persons served and other interested stakeholders with ongoing information about their actual performance as a business entity and their ability to achieve optimal outcomes for the persons served through their programs and services. Proactive performance improvement Performance information shared with all stakeholders Consultation ServiceSource is encouraged to add performance improvement information to the organization s SharePoint site as it is developed, which could give all staff members access to service-related outcomes as they are achieved. Page 15

17 SECTION 2. QUALITY INDIVIDUALIZED SERVICES AND SUPPORTS A. Program/Service Structure A fundamental responsibility of the organization is to provide a comprehensive program structure. The staffing is designed to maximize opportunities for the persons served to obtain and participate in the services provided. Services are person centered and individualized Persons are given information about the organization s purposes and ability to address desired outcomes Documented scope of services shared with stakeholders Service delivery based on accepted field practices Communication for effective service delivery Entrance/exit/transition criteria B. Individual-Centered Service Planning, Design, and Delivery Improvement of the quality of an individual s services/supports requires a focus on the person and/or family served and their identified strengths, abilities, needs, and preferences. The organization s services are designed around the identified needs and desires of the persons served, are responsive to their expectations and desired outcomes from services, and are relevant to their maximum participation in the environments of their choice. The person served participates in decision making, directing, and planning that affects his or her life. Efforts to include the person served in the direction or delivery of those services/supports are evident. Page 16

18 Services are person-centered and individualized Persons are given information about the organization s purposes and ability to address desired outcomes C. Medication Monitoring and Management Current, complete records of medications used by persons served Written procedures for storage and safe handling of medications Educational resources and advocacy for persons served in decision making Physician review of medication use Training and education for persons served regarding medications D. Employment Services Principle Standards An organization seeking CARF accreditation in the area of employment services provides individualized services and supports to achieve identified employment outcomes. The array of services and supports may include: Identification of employment opportunities and resources in the local job market. Development of viable work skills that match workforce needs within the geographic area. Development of realistic employment goals. Page 17

19 Establishment of service plans to achieve employment outcomes. Identification of resources and supports to achieve and maintain employment. Coordination of and referral to employment-related services and supports. The organization maintains its strategic positioning in the employment sector of the community by designing and continually improving its services based on input from the persons served and from employers in the local job market, and managing results of the organization s outcomes management system. The provision of quality employment services requires a continuous focus on the persons served and the personnel needs of employers in the organization s local job market. Goals of the persons served Personnel needs of local employers Community resources available Economic trends in the local employment sector F. Community Services Principle Standards Access to community resources and services Enhanced quality of life Community inclusion Community participation Page 18

20 SECTION 3. EMPLOYMENT AND COMMUNITY SERVICES An organization seeking CARF accreditation in the area of employment and community services assists the persons served through an individualized person-centered process to obtain access to the services, supports, and resources of their choice to achieve their desired outcomes. This may be accomplished by direct service provision, linkages to existing generic opportunities and natural supports in the community, or any combination of these. The persons served are included in their communities to the degree they desire. The organization provides the persons served with information so that they may make informed choices and decisions. Although we use the phrase person served, this may also include family served, as appropriate to the service and the individual. The services and supports are arranged and changed as necessary to meet the identified desires of the persons served. Service designs address identified individual, family, socioeconomic, and cultural preferences. Depending on the program s scope of services, expected results from these services/supports may include: Increased inclusion in community activities. Increased or maintained ability to perform activities of daily living. Increased self-direction, self-determination, and self-reliance. Self-esteem. Housing opportunities. Increased independence. Meaningful activities. Increased employment options. Employment obtained and maintained. Competitive employment. Economic self-sufficiency. Employment with benefits. Career advancement. Page 19

21 A. Employment Planning Services Employment planning services are designed to assist a person seeking employment to learn about employment opportunities within the community and to make informed decisions. Employment planning services are individualized to assist a person to choose employment outcomes and/or career development opportunities based on his or her preferences, strengths, abilities, and needs. Services begin from a presumption of employability for all persons and seek to provide meaningful information related to planning effective programs for persons with intervention strategies needed to achieve the goal of employment. Employment planning uses some type of employment exploration model. This may involve one or more of the following: Situational assessments. Paid work trials. Job tryouts (may be individual, crew, enclave, cluster, etc.). Job shadowing. Community-based assessments. Simulated job sites. Staffing agencies/temporary employment agencies. Volunteer opportunities. Transitional employment. Employment opportunities within the community Informed decision-making by participants Referrals to services to implement employment plan Page 20

22 C. Community Employment Services Community employment services assist persons to obtain successful community employment opportunities that are responsive to their choices and preferences. Through a strengths-based approach the program provides person-directed services/supports to individuals to choose, achieve, and maintain employment in integrated community employment settings. Work is a fundamental part of adult life. Individually tailored job development, training, and support recognize each person s employability and potential contribution to the labor market. Persons are supported as needed through an individualized person-centered model of services to choose and obtain a successful employment opportunity consistent with their preferences, keep the employment, and find new employment if necessary or for purposes of career advancement. Such services may be described as individual placements, contracted temporary personnel services, competitive employment, supported employment, transitional employment, mobile work crews, contracted work groups, enclaves, community-based SourceAmerica contracts, and other business-based work groups in community-integrated designs. In Canada employment in the form of bona fide volunteer placements is possible. Individuals may be paid by community employers or by the organization. Employment is in the community. Job Development Successful job development concurrently uses assessment information about the strengths and interests of the person seeking employment to target the types of jobs available from potential employers in the local labor market. Typical job development activities include reviewing local employment opportunities and developing potential employers/customers through direct and indirect promotional strategies. Job development may include facilitating a hiring agreement between an employer and a person seeking employment. Some persons seeking employment may want assistance at only a basic, informational level such as self-directed job search. Employment Supports Employment support services are activities that are employment-related to promote successful training of a person to a new job, job adjustment, retention, and advancement. These services are based on the individual employee with a focus on achieving long-term retention of the person in the job. The level of employment support services is individualized to each employee and the complexity of the job. Often supports are intensive for the initial orientation and training of an employee with the intent of leading to natural supports and/or reduced external job coaching. However, some persons may not require any employment supports at the job site; others may require intensive initial training with a quick decrease in supports, while some will be most successful when long-term supports are provided. Supports can include assisting the employee with understanding the job culture, industry practices, and work behaviors expected by the employer. It may also include helping the employer and coworkers to understand the support strategies and accommodations needed by the worker. Page 21

23 Supports are a critical element of the long-term effectiveness of community employment. Support services address issues such as assistance in training a person to complete new tasks, changes in work schedule or work promotion, a decrease in productivity of the person served, adjusting to new supervisors, and managing changes in nonwork environments or other critical life activities that may affect work performance. Routine follow-up with the employer and the employee is crucial to continued job success. Integrated employment choice Integrated employment obtainment Employment provided in regular business settings Integrated employment retention Provides career advancement resources P. Community Integration Community integration is designed to help persons to optimize their personal, social, and vocational competency to live successfully in the community. Persons served are active partners in determining the activities they desire to participate in. Therefore, the settings can be informal to reduce barriers between staff members and persons served. An activity center, a day program, a clubhouse, and a drop-in center are examples of community integration services. Consumer-run programs are also included. Community integration provides opportunities for the community participation of the persons served. The organization defines the scope of these services and supports based on the identified needs and desires of the persons served. This may include services for persons who without this option are at risk of receiving services full-time in more restrictive environments with intensive levels of supports such as hospitalization or nursing home care. A person may participate in a variety of community life experiences or interactions that may include, but are not limited to: Leisure or recreational activities. Communication activities. Spiritual activities. Cultural activities. Page 22

24 Pre-vocational experiences. Vocational pursuits. Development of work attitudes. Employment activities. Volunteerism in the community. Educational and training activities. Development of living skills. Health and wellness promotion. Orientation, mobility, and destination training. Access and utilization of public transportation. Interacting with volunteers from the community in program activities. Community collaborations and social connections developed by the program (partnerships with community entities such as senior centers, arts councils, etc.). Opportunities for community participation Page 23

25 PROGRAMS/SERVICES BY LOCATION ServiceSource - Virginia Regional Office White Granite Drive Oakton, VA Community Employment Services: Employment Supports Community Employment Services: Job Development Community Integration Employment Planning Services Governance Standards Applied ServiceSource - Alexandria 6295 Edsall Road, Suite 260 Alexandria, VA Community Integration ServiceSource - Keep It Green 6295 Edsall Road, Suite 100 Alexandria, VA Community Employment Services: Employment Supports Central Fairfax Services - Woodmont/Arlington CIC 2422 North Fillmore Street Arlington, VA Community Integration Central Fairfax Services - Chantilly Parkeast Circle, Suite 200A Chantilly, VA Community Integration Fairfax Office Fairfax Boulevard, Suite 401 Fairfax, VA Community Employment Services: Employment Supports Community Employment Services: Job Development Employment Planning Services Page 24

26 Central Fairfax Services - Neighborhood Place 8910 Portner Avenue Manassas, VA Community Integration Community Thrift Store 7381 Sudley Road Manassas, VA Community Employment Services: Employment Supports Central Fairfax Services - Springfield 6860 Commercial Drive Springfield, VA Community Integration Page 25