1. Intellect Dev Disabil. 2009 Oct;47(5):403-6. The 10th anniversary of olmstead (1999): has it m... more 1. Intellect Dev Disabil. 2009 Oct;47(5):403-6. The 10th anniversary of olmstead (1999): has it made a difference for people with developmental disabilities? Lakin KC, Scott N, Larson S, Salmi P. PMID: 19842745 [PubMed - indexed for MEDLINE]. MeSH Terms: ...
This study examined organizational workforce outcomes; characteristics of and differences between... more This study examined organizational workforce outcomes; characteristics of and differences between managers, Frontline Supervisors (FLS) and Direct Support Professionals (DSPs); and workplace competencies, training needs, and timing of training for FLS and DSPs. Participants were randomly selected from 77 organizations providing residential supports to persons with intellectual and developmental disabilities in Oregon, Nebraska, Ohio, Rhode Island and Florida. Within organizations managers nominated excellent or exemplar FLS and DSP employees to participate. A total 67 managers, 105 FLS and 49 DSPs returned surveys. Response rates for supervisor surveys were 43% and for the DSP surveys were 30%. Average turnover rates in participating organizations were 40% for DSPs and 24% for FLS. Average vacancy rates were 7% for DSPs and 6% for FLS. Average hourly wages were $8.88 for DSPs and $11.98 for FLS in 2002. The biggest workforce issues reported by participating organizations were finding new DSPs, and keeping newly hired DSPs during the first six months of employment. The biggest training challenges for these organizations were arranging training when staff could attend, providing training that changed job performance, and finding staff to cover for those who are participating in training. One set of surveys asked managers and FLS to rate the importance of the 14 broad competencies and 142 specific competency statements from the Minnesota Frontline Supervisor Competencies and Performance Indicators. Each participant rated all of the competency areas and 1/3 of the specific competency statements in terms of importance, and the time frame in which competency is needed for new supervisors, and identified the top training needs for supervisors in general (managers) or for themselves as a supervisor (FLS). Of the 142 supervisor competencies rated, all but five were rated by a majority of respondents as either critical or important for FLS. Those five items will be dropped from the revised set of supervisor competencies. The relative importance of the 14 competency areas for supervisors was rated differently by participants in this study than in the original Minnesota version. Specifically, health and safety issues moved up in rank from 9 th position to 2 nd position, while promoting adequately perform his or her job. A separate group of FLS and managers were asked similar questions regarding the FLS competencies. Demographic and agency-related information was also gathered. Five survey instruments were developed. Research and Training Center on Community Living (RTCL) project staff developed the initial drafts of these instruments and, when possible, used questions from previously validated instruments utilized in other studies such as the Minnesota Study of Newly Hired Direct Service Staff (Larson, Lakin & Bruininks, 1997). Suggestions on the instruments were sought from workforce development experts and the RTCL Advisory Council; the surveys were revised accordingly. The revised instruments were then piloted with small, community residential service providers, with final versions based on the feedback obtained from the pilot. and crude separation rates. The Agency Survey gathered information from agency directors on organizational characteristics and recruitment, retention, and training practices and training outcomes. Frontline supervisor competencies and training needs. Two surveys were developed to validate the Minnesota Frontline Supervisor Competencies and Performance Indicators (Hewitt et al., 2004). The Frontline Supervisor Competency Standards Validation-FLS Version asked excellent FLS about their demographic characteristics, work history, experience in supporting people with IDD, and other basic work characteristics. It also sought information regarding the importance of FLS competencies, the point in time that each competency was needed in order for the FLS to competently perform his or her job, and the priority of training needs. The Frontline Supervisor Competency Standards Validation-Manager Version was completed by managers of FLS on the same competencies. Direct support professional competencies and training needs. Two related surveys were developed to validate DSP tasks and competencies. The Direct Support Professional Competency Standards Validation Survey-DSP Version was administered to excellent staff who worked in DSP roles. The Direct Support Professional Competency Standards Validation Survey-FLS Version sought FLS opinions about needed DSP competencies. The items were condensed from competencies listed in the CHAPTER 2: ORGANIZATIONAL CHARACTERISTICS AND OUTCOMES Research questions regarding workforce characteristics and outcomes were answered by the surveys completed by the participating organizations (See Appendix C for the survey). Those surveys provided information about the characteristics of the organization and workforce, and about the workforce outcomes those organizations experienced (e.g., turnover, vacancy rates). A total of 77 organizations returned surveys describing their characteristics and workforce outcomes. The participating organizations served varying proportions of the state's persons with intellectual or developmental disabilities (IDD) receiving residential supports (see Table ). The twenty organizations in Nebraska supported 3,105 people compared to a total community residential service system of 3,413 people (91%). By comparison, the nine responding organizations in Rhode Island supported 1,100 people (56.1% of their total community residential service system), the 23 organizations in Oregon supported 1,891 people (35.3%), the 11 organizations in Ohio supported 2,215 people (13.9%), and the 11 organizations in Florida supported 778 people (6.1%). In all, the responding organizations supported 9,089 people with IDD. The average responding organization was founded in 1980 and 14% operate in more than one state. The organizations provided supports to 9,089 people in 1,035 organization sites, and to people in 1,421 family or individual homes. On average, 16% of the people supported by the reporting organizations received supports or services in their own home or their family home. The average site operated by the organizations supported 7.4 people. However, only sites supporting six or fewer individuals in community settings were eligible to participate in the study. Most of the organizations were operated as private non-profit entities (65%) while 18% were operated as private for-profit entities, 5% were operated by county entities, 3% were state operated, and 9% reported being operated as another kind of entity. Competency statements: 17 5. Personnel Management: FLS coordinate personnel management by hiring new staff, conducting performance reviews, facilitating team work and staff meetings, creating job descriptions, delegating tasks and responsibilities, encouraging effective communication, defusing crises/conflicts between staff, and implementing grievance and formal contract procedures. Competency statements: 26 6. Leading Training and Staff Development Activities: FLS coordinate and participate in DSS training and in-service by orienting new staff, arranging for staff to attend training and in-service sessions, maintaining training records, and supporting on-going staff development. Competency statements: 8 7. Promoting Public Relations: FLS promote public relations by educating community members about persons with disabilities, advocating for the rights and responsibilities of individuals with developmental disabilities, developing media presentations and recruiting volunteers and contributions. Competency statements: 6 8. Maintenance: FLS coordinate and participate in home, vehicle and personal property maintenance. Competency statements: 6 9. Health and Safety Issues: FLS ensure that individuals supported are safe and living healthy lives by monitoring safety issues, coordinating, monitoring and documenting medical supports, practicing appropriate emergency procedures, responding to emergencies, and promoting consumer rights regarding health and safety issues. Competency statements: 18 10. Financial Activities: FLS ensure fiscal responsibility and management by supporting individuals with banking and other financial maintenance agreements; developing, managing, and implementing household budgets; developing contracts for services with outside vendors, and completing audits of household and consumer finances. Competency statements: 9 11. Scheduling and Payroll: FLS ensure staff are scheduled, paid, and receive time off when requested. Competency statements: 4 12. Coordinating Vocational Supports: FLS coordinate vocational training and opportunities for consumers through advocacy, supporting people in completing daily job tasks, assisting individuals in meeting quality standards, finding and developing community jobs for people, and communicating as needed with other support agencies regarding vocational related issues. Competency statements: 5 13. Coordinating Policies, Procedures and Rule Compliance: FLS understand and implement current state licensing rules and regulations, agency policies and practices, and protection of individual consumer rights. Competency statements: 6 14. Office Work: FLS communicate effectively in writing and via the telephone, complete various office tasks and utilize the computer effectively for word processing, developing spread sheets, and managing data bases. Competency statements: 5
A Newsletter by InformeDesign. A Web site for design and human behavior research. www.informedesi... more A Newsletter by InformeDesign. A Web site for design and human behavior research. www.informedesign.umn.edu IN THIS ISSUE cover image goes here- fit image to the black box using the guidelines
This study examined organizational workforce outcomes; characteristics of and differences between... more This study examined organizational workforce outcomes; characteristics of and differences between managers, Frontline Supervisors (FLS) and Direct Support Professionals (DSPs); and workplace competencies, training needs, and timing of training for FLS and DSPs. Participants were randomly selected from 77 organizations providing residential supports to persons with intellectual and
This report is based on statistics gathered and analyzed as part of the National Residential Info... more This report is based on statistics gathered and analyzed as part of the National Residential Information Systems Project on Residential Services (RISP). Historical data were taken from RISP reports published under the direction of K. Charlie Lakin who retired from the University of Minnesota in August 2011. We are indebted to the more than 300 state and individual facility respondents who provided the statistics used in this report. This report would not be possible without their knowledge, expertise, and generous assistance. Some of these talented individuals are listed below. The National Association of State Developmental Disabilities Services provides assistance with identifying state contacts, and reviewing survey instruments. Special thanks also go to the CEOs and data providers from the large public residential facilities (PRF) that completed PRF surveys for FY 2011. The Association of Public and Private Developmental Disabilities Administrators provides assistance in identifying and contacting respondents for the PRF survey, presents results survey results to its membership, and provides input regarding changes to the PRF survey instrument. We thank Rosanne Gates for her work in preparing this report for publication, and Brooke
This study examined organizational workforce outcomes; characteristics of and differences between... more This study examined organizational workforce outcomes; characteristics of and differences between managers, Frontline Supervisors (FLS) and Direct Support Professionals (DSPs); and workplace competencies, training needs, and timing of training for FLS and DSPs. Participants were randomly selected from 77 organizations providing residential supports to persons with intellectual and developmental disabilities in Oregon, Nebraska, Ohio, Rhode Island and Florida. Within organizations managers nominated excellent or exemplar FLS and DSP employees to participate. A total 67 managers, 105 FLS and 49 DSPs returned surveys. Response rates for supervisor surveys were 43% and for the DSP surveys were 30%.
1. Intellect Dev Disabil. 2010 Apr;48(2):168-71. Residential services for people with intellectua... more 1. Intellect Dev Disabil. 2010 Apr;48(2):168-71. Residential services for people with intellectual or developmental disabilities at the 20th anniversary of the Americans With Disabilities Act, the 10th anniversary of Olmstead, and in the Year of Community Living. ...
1. Intellect Dev Disabil. 2009 Oct;47(5):403-6. The 10th anniversary of olmstead (1999): has it m... more 1. Intellect Dev Disabil. 2009 Oct;47(5):403-6. The 10th anniversary of olmstead (1999): has it made a difference for people with developmental disabilities? Lakin KC, Scott N, Larson S, Salmi P. PMID: 19842745 [PubMed - indexed for MEDLINE]. MeSH Terms: ...
This study examined organizational workforce outcomes; characteristics of and differences between... more This study examined organizational workforce outcomes; characteristics of and differences between managers, Frontline Supervisors (FLS) and Direct Support Professionals (DSPs); and workplace competencies, training needs, and timing of training for FLS and DSPs. Participants were randomly selected from 77 organizations providing residential supports to persons with intellectual and developmental disabilities in Oregon, Nebraska, Ohio, Rhode Island and Florida. Within organizations managers nominated excellent or exemplar FLS and DSP employees to participate. A total 67 managers, 105 FLS and 49 DSPs returned surveys. Response rates for supervisor surveys were 43% and for the DSP surveys were 30%. Average turnover rates in participating organizations were 40% for DSPs and 24% for FLS. Average vacancy rates were 7% for DSPs and 6% for FLS. Average hourly wages were $8.88 for DSPs and $11.98 for FLS in 2002. The biggest workforce issues reported by participating organizations were finding new DSPs, and keeping newly hired DSPs during the first six months of employment. The biggest training challenges for these organizations were arranging training when staff could attend, providing training that changed job performance, and finding staff to cover for those who are participating in training. One set of surveys asked managers and FLS to rate the importance of the 14 broad competencies and 142 specific competency statements from the Minnesota Frontline Supervisor Competencies and Performance Indicators. Each participant rated all of the competency areas and 1/3 of the specific competency statements in terms of importance, and the time frame in which competency is needed for new supervisors, and identified the top training needs for supervisors in general (managers) or for themselves as a supervisor (FLS). Of the 142 supervisor competencies rated, all but five were rated by a majority of respondents as either critical or important for FLS. Those five items will be dropped from the revised set of supervisor competencies. The relative importance of the 14 competency areas for supervisors was rated differently by participants in this study than in the original Minnesota version. Specifically, health and safety issues moved up in rank from 9 th position to 2 nd position, while promoting adequately perform his or her job. A separate group of FLS and managers were asked similar questions regarding the FLS competencies. Demographic and agency-related information was also gathered. Five survey instruments were developed. Research and Training Center on Community Living (RTCL) project staff developed the initial drafts of these instruments and, when possible, used questions from previously validated instruments utilized in other studies such as the Minnesota Study of Newly Hired Direct Service Staff (Larson, Lakin & Bruininks, 1997). Suggestions on the instruments were sought from workforce development experts and the RTCL Advisory Council; the surveys were revised accordingly. The revised instruments were then piloted with small, community residential service providers, with final versions based on the feedback obtained from the pilot. and crude separation rates. The Agency Survey gathered information from agency directors on organizational characteristics and recruitment, retention, and training practices and training outcomes. Frontline supervisor competencies and training needs. Two surveys were developed to validate the Minnesota Frontline Supervisor Competencies and Performance Indicators (Hewitt et al., 2004). The Frontline Supervisor Competency Standards Validation-FLS Version asked excellent FLS about their demographic characteristics, work history, experience in supporting people with IDD, and other basic work characteristics. It also sought information regarding the importance of FLS competencies, the point in time that each competency was needed in order for the FLS to competently perform his or her job, and the priority of training needs. The Frontline Supervisor Competency Standards Validation-Manager Version was completed by managers of FLS on the same competencies. Direct support professional competencies and training needs. Two related surveys were developed to validate DSP tasks and competencies. The Direct Support Professional Competency Standards Validation Survey-DSP Version was administered to excellent staff who worked in DSP roles. The Direct Support Professional Competency Standards Validation Survey-FLS Version sought FLS opinions about needed DSP competencies. The items were condensed from competencies listed in the CHAPTER 2: ORGANIZATIONAL CHARACTERISTICS AND OUTCOMES Research questions regarding workforce characteristics and outcomes were answered by the surveys completed by the participating organizations (See Appendix C for the survey). Those surveys provided information about the characteristics of the organization and workforce, and about the workforce outcomes those organizations experienced (e.g., turnover, vacancy rates). A total of 77 organizations returned surveys describing their characteristics and workforce outcomes. The participating organizations served varying proportions of the state's persons with intellectual or developmental disabilities (IDD) receiving residential supports (see Table ). The twenty organizations in Nebraska supported 3,105 people compared to a total community residential service system of 3,413 people (91%). By comparison, the nine responding organizations in Rhode Island supported 1,100 people (56.1% of their total community residential service system), the 23 organizations in Oregon supported 1,891 people (35.3%), the 11 organizations in Ohio supported 2,215 people (13.9%), and the 11 organizations in Florida supported 778 people (6.1%). In all, the responding organizations supported 9,089 people with IDD. The average responding organization was founded in 1980 and 14% operate in more than one state. The organizations provided supports to 9,089 people in 1,035 organization sites, and to people in 1,421 family or individual homes. On average, 16% of the people supported by the reporting organizations received supports or services in their own home or their family home. The average site operated by the organizations supported 7.4 people. However, only sites supporting six or fewer individuals in community settings were eligible to participate in the study. Most of the organizations were operated as private non-profit entities (65%) while 18% were operated as private for-profit entities, 5% were operated by county entities, 3% were state operated, and 9% reported being operated as another kind of entity. Competency statements: 17 5. Personnel Management: FLS coordinate personnel management by hiring new staff, conducting performance reviews, facilitating team work and staff meetings, creating job descriptions, delegating tasks and responsibilities, encouraging effective communication, defusing crises/conflicts between staff, and implementing grievance and formal contract procedures. Competency statements: 26 6. Leading Training and Staff Development Activities: FLS coordinate and participate in DSS training and in-service by orienting new staff, arranging for staff to attend training and in-service sessions, maintaining training records, and supporting on-going staff development. Competency statements: 8 7. Promoting Public Relations: FLS promote public relations by educating community members about persons with disabilities, advocating for the rights and responsibilities of individuals with developmental disabilities, developing media presentations and recruiting volunteers and contributions. Competency statements: 6 8. Maintenance: FLS coordinate and participate in home, vehicle and personal property maintenance. Competency statements: 6 9. Health and Safety Issues: FLS ensure that individuals supported are safe and living healthy lives by monitoring safety issues, coordinating, monitoring and documenting medical supports, practicing appropriate emergency procedures, responding to emergencies, and promoting consumer rights regarding health and safety issues. Competency statements: 18 10. Financial Activities: FLS ensure fiscal responsibility and management by supporting individuals with banking and other financial maintenance agreements; developing, managing, and implementing household budgets; developing contracts for services with outside vendors, and completing audits of household and consumer finances. Competency statements: 9 11. Scheduling and Payroll: FLS ensure staff are scheduled, paid, and receive time off when requested. Competency statements: 4 12. Coordinating Vocational Supports: FLS coordinate vocational training and opportunities for consumers through advocacy, supporting people in completing daily job tasks, assisting individuals in meeting quality standards, finding and developing community jobs for people, and communicating as needed with other support agencies regarding vocational related issues. Competency statements: 5 13. Coordinating Policies, Procedures and Rule Compliance: FLS understand and implement current state licensing rules and regulations, agency policies and practices, and protection of individual consumer rights. Competency statements: 6 14. Office Work: FLS communicate effectively in writing and via the telephone, complete various office tasks and utilize the computer effectively for word processing, developing spread sheets, and managing data bases. Competency statements: 5
A Newsletter by InformeDesign. A Web site for design and human behavior research. www.informedesi... more A Newsletter by InformeDesign. A Web site for design and human behavior research. www.informedesign.umn.edu IN THIS ISSUE cover image goes here- fit image to the black box using the guidelines
This study examined organizational workforce outcomes; characteristics of and differences between... more This study examined organizational workforce outcomes; characteristics of and differences between managers, Frontline Supervisors (FLS) and Direct Support Professionals (DSPs); and workplace competencies, training needs, and timing of training for FLS and DSPs. Participants were randomly selected from 77 organizations providing residential supports to persons with intellectual and
This report is based on statistics gathered and analyzed as part of the National Residential Info... more This report is based on statistics gathered and analyzed as part of the National Residential Information Systems Project on Residential Services (RISP). Historical data were taken from RISP reports published under the direction of K. Charlie Lakin who retired from the University of Minnesota in August 2011. We are indebted to the more than 300 state and individual facility respondents who provided the statistics used in this report. This report would not be possible without their knowledge, expertise, and generous assistance. Some of these talented individuals are listed below. The National Association of State Developmental Disabilities Services provides assistance with identifying state contacts, and reviewing survey instruments. Special thanks also go to the CEOs and data providers from the large public residential facilities (PRF) that completed PRF surveys for FY 2011. The Association of Public and Private Developmental Disabilities Administrators provides assistance in identifying and contacting respondents for the PRF survey, presents results survey results to its membership, and provides input regarding changes to the PRF survey instrument. We thank Rosanne Gates for her work in preparing this report for publication, and Brooke
This study examined organizational workforce outcomes; characteristics of and differences between... more This study examined organizational workforce outcomes; characteristics of and differences between managers, Frontline Supervisors (FLS) and Direct Support Professionals (DSPs); and workplace competencies, training needs, and timing of training for FLS and DSPs. Participants were randomly selected from 77 organizations providing residential supports to persons with intellectual and developmental disabilities in Oregon, Nebraska, Ohio, Rhode Island and Florida. Within organizations managers nominated excellent or exemplar FLS and DSP employees to participate. A total 67 managers, 105 FLS and 49 DSPs returned surveys. Response rates for supervisor surveys were 43% and for the DSP surveys were 30%.
1. Intellect Dev Disabil. 2010 Apr;48(2):168-71. Residential services for people with intellectua... more 1. Intellect Dev Disabil. 2010 Apr;48(2):168-71. Residential services for people with intellectual or developmental disabilities at the 20th anniversary of the Americans With Disabilities Act, the 10th anniversary of Olmstead, and in the Year of Community Living. ...
Uploads
Papers by Patricia Salmi