executive summary - goodwill columbus€¦ · 2015 executive summary mission services. ... the...

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Table of Contents

“More than 70 Years of Empowering People with Disabilities and

Other Barriers”

Executive Summary 3

Art Studio and Gallery 12

Health and Wellness 15

On-Site Residence 18

Sage Senior Services 22

Supported Living 28

Supported Recreation & Education Services 32

Work & Community Services 35

Workforce Development 40

Young Adult Services 44

Accessibility Report 49

Cultural Competency Report 52

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In 2015, Goodwill Columbus served 2,600 participants across all programs and services.

Workforce Development served 1,758 individuals. Developmental Disability services (Adult Day, Supported

Living, Residential and the Art Studio and Gallery) served 941 individuals. Individuals with disabilities

continue to be our most significant population served; however, we continue to increase the number of

individuals with other barriers with a specific focus on ex-offenders and homelessness. WFD serves job

seekers in central Ohio, aged 18 or older, facing barriers to employment, such as criminal justice histories,

homelessness, little or no work history, lack of education and specialized training, language barriers, and being

dislocated. We also serve job seekers who have physical, developmental, or mental health disabilities.

Goodwill Columbus also offers specialized workforce development programs for women and veterans.

Locally, in 2015, the Workforce Development (WFD) Department at Goodwill Columbus placed 318 people

in jobs with over 341 employers. These 318 people went on to earn an average wage of $9.47/hour. The

Workforce Development Department at Goodwill Columbus provides job seekers with a customized plan for

obtaining employment, utilizing a case management approach to ensure that individuals receive the resources

or training needed to obtain employment.

At Goodwill Columbus, we are striving to meet people where they are, assess their needs and then help them

to create individual plans to achieve their employment goals. We provide coaching, job search support,

resume assistance, interview support and access to skills training to prepare them for today’s workforce.

Goodwill Columbus had a meaningful and real economic impact on our community in 2015.

Total People Placed in Jobs: 318

Goodwill Columbus’ state-of-the-art training facility is fully ADA compliant. Our training facility offers the

following services, free of charge:

Resume and application assistance

Work Readiness Courses: 60 hours total of mock interview experience, resume development, job

search and placement assistance, and business etiquette

Access to Goodwill’s Resource Room: job postings, fax machine, copier, computers with free

Internet access, and telephones

Weekly computer basics classes

Social media classes

Networking groups

Referrals to other community services

Financial literacy classes

Training on adaptive equipment for people with disabilities

Transitional work

Individuals who are marginalized, people with disabilities, women, minorities, ex-offenders and people with

limited work experience, education and training are most affected negatively by a recession. Obtaining and

maintaining employment is very much a challenge for these individuals, which creates an extraordinary need

for Goodwill’s Workforce Development (WFD) services, Donated Goods Business and Contract Services.

Overview

2015 Executive Summary

Mission Services

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According to a report published by the National Employment Law Project, “The Low-Wage Recovery: Indus-

try Employment and Wages Four Years Into the Recovery”, we are in the low-wage recovery. It found that

despite accounting for 22 percent of the job losses during The Recession’s peak-to-trough period of January

2008 to February 2010, the lower third of industries—in terms of median hourly wage—represented 44 per-

cent of the jobs added to the private sector from February 2010 to February 2014. The mid-wage and high-

wage industries are both still nearly a million jobs short of their pre-recession levels. Several industries “often

associated with good-paying, blue-collar jobs” have been unable to offset their steep job cuts, the report said.

For instance, employment in construction, durable goods manufacturing and wholesale trade is still well below

peak pre-recession levels.

Data from the National Employment Law Project shows that for Goodwill agencies, the challenge still exists.

Our mission remains important to those making their way back up, and to those looking for that first job.

Taking a scan of our central Ohio community, we found the following information about people living with

disabilities and other barriers to employment:

Individuals with developmental disabilities living in Franklin County: 17,000 (per Franklin County

Board of Developmental Disabilities)

Number of individuals receiving TANF benefits: 20,000 (Franklin County Department of Jobs and

Family Services Work Activity Participation Report)

Number of people who are homeless and in emergency shelters: 6,752 (2013 Columbus Shelter

Board Snapshot Report)

Number of people living in permanent supportive housing who are unemployed: 1,079 (2013 Co-

lumbus Shelter Board Snapshot Report)

Number of people unemployed, seeking employment: 37,000 (Ohio Department of Jobs and Fami-

ly Services LMI Statistics)

Working Aged & unemployed with a disability: 65,000 (2012 American Community Survey and

BLS)

Number of ex-offenders exited prisons and jails and returning to Franklin County: 80,000 (Ohio

Rehabilitation and Department of Corrections)

The total market for our workforce development services is 145,000, recognizing that there is significant du-

plication in that number as often people with disabilities also live in poverty and have multiple barriers. For a

variety of reasons, gaps continue to exist in the community for employment services for ex-offenders and the

homeless population. Goodwill has been involved in a number of initiatives and community discussions re-

garding this issue.

Our greatest opportunity over the next three years is to increase the average wages earned by job seekers re-

ceiving services from Goodwill Columbus. A three-year strategic plan will outline the strategy for achieving

an increase in wages.

Goodwill influenced public policy issues through education, communication and active participation in

statewide and local workgroups and advisory committees. We met with local and state representatives regard-

ing the following issues that impact Goodwill and the people served by Goodwill:

Congress to protect investments that allow Goodwill to do more to help in communities to find jobs

and advance in careers.

Supporting funding that ensure the smooth implementation of WIOA and to fund at the full author-

ization levels.

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Oppose proposals to eliminate or phase out use of Special Wage Certificate (HR 188) and instead

support legislation that would strengthen the FLSA and increase enforcement of the act while pre-

serving self-determination and rights of individuals to obtain and maintain employment.

Medicaid Funding Redesign for Medicaid Waiver to ensure that rates incent providers to assist in-

dividuals with community integration and integrated, competitive employment.

WFD infrastructure in central Ohio in response to WIOA changes and continued financial support

to ensure that the adult workforce system in central Ohio wasn’t negatively impacted by budget

reductions. WIOA is having a significant impact on the WFD system in central Ohio. Significant

reorganization and change is occurring of the Workforce Development Board and key community

leadership. Goodwill has been a key participant in conversations at all levels of our community

(State, County and City). In addition, we were successful in securing bridge funding for the Good-

will Access Point to ensure that the Adult Workforce System was not completely dismantled dur-

ing the transition to WIOA.

State Operating Budget was influenced by Goodwill in partnership with OAGI and OPRA to sup-

port people with disabilities.

GII Strategic Plan. A team of 20 mission leaders from across the country, including two Goodwill

Columbus leaders, came together for two days to strategize how to most effectively serve commu-

nities and ensure people have access to learning, employment and career advancement opportuni-

ties to secure a financial future. These conversations confirmed that Goodwill Columbus is on the

right track with our enterprise wide WFD strategies, mission integration (blending of mission fo-

cused activities into social enterprise to benefit the people we employ, families we strengthen and

organizations financial health), measuring impact vs. output and purposeful and strategic partner-

ships with other CBO’s and businesses.

Key Public Policies that impacted Goodwill and People serviced by Goodwill in 2015

Re-authorization of WIA (WIOA). The Workforce Investment Act (WIA) was author ized in

1998. Over the past 11 years the public workforce system has long awaited reauthorization that

would address the evolving workforce and economic needs as well as the limitations in WIA with

respect to training, funding, and service delivery design. The Workforce Innovation and Oppor-

tunity Act (WIOA) replaces WIA and will be in effect for the next five years (2015-2020). The

purpose of WIOA is to better align the workforce system with education and economic develop-

ment in an effort to create a collective response to economic and labor market challenges on the

national, state, and local levels. WIOA continues the trend in workforce legislation by further en-

gaging the private sector to lead local workforce development efforts and focuses on introducing

increased flexibility and accountability of board members. WIOA encourages an improved re-

sponse to labor market needs by connecting board performance to outcomes that require an under-

standing of the correlation between training investments and economic return.

Ohio Executive Budget FY2016-17. Governor John R. Kasich’s FY2016-17 Executive budget

made a historic investment in Ohioans with developmental disabilities. Nearly $300 million was

added to DODD’s budget to increase opportunities for individuals to participate in their communi-

ties, and to live fuller lives. More individuals want—and are able—to live in a community setting.

Budget initiatives are designed to support this growing demand by strengthening and expanding

the Home and Community-Based Services (HCBS) Waiver program.

Centers for Medicaid Services Home and Community Based Services (HCBS) rule changes.

CMS has implemented new rules that impact individuals with DD in all areas of life, including res-

idential, adult day and employment. Rules encourage more community integration and fewer seg-

regated, facility based services. All providers were required to complete a self-evaluation of set-

tings and whether they meet the new federal requirements for settings. Based on Goodwill’s survey

in 2015, currently we do not meet HCBS characteristics, but can with modifications and currently

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have institutional qualities. We have completed a self-evaluation of all settings with a remediation

plan to be in compliance by July 1, 2017. Our greatest risk is at 1331 Edgehill, which is considered

to have institutional qualities has a result of having an ICF in the same building as waiver funded

services (Sage). Goodwill was recipient of Technical Assistant Grant through Office of Disability

Employment Policy through DODD called “Project Transformation”. This allowed us to develop a

plan for transitioning from facility based services to community based, integrated services, and in-

corporating Employment First practices to transition individuals from facility based employment to

community employment. In 2015, we placed 6 people into competitive employment. Our plan is

to conduct a pilot project in 2016 to test out what community integration will look like for us, im-

plement new assessments and provide staff training.

Intermediate Care Facilities for People with Intellectual Disabilities (ICF-ID). When it comes

to community based living, Ohio is number six per capita in the total number of non-state ICF

beds. Ohio ranks number two in the non-state operated ICF facilities larger than 16 people. The

state of Ohio has a downsizing plan to convert ICF beds to community waivers and require facili-

ties larger than 9 beds to enter into an approved downsizing plan. Goodwill Columbus has a 23

bed facility and is in negotiations with the state regarding a plan to downsize the facility, with one

plan being 15 beds in the current location and eight beds moved to the community and an alternate

plan to completely downsize the facility to waiver beds in the community.

Medicaid Buy-In. The Enrollment Data for the Medicaid Buy-In for Workers With Disabilities

Program (MBIWD) has reached 10,000. This means there are 10,000 people with disabilities in

Ohio who have jobs and are still able to keep all of their Medicaid benefits. MBIWD is an Ohio

Medicaid program that provides health care coverage to working Ohioans with disabilities. Histori-

cally, people with disabilities may have been discouraged from working because their earnings

made them ineligible for Medicaid coverage. The MBIWD program allows individuals with disa-

bilities who are working to qualify for Medicaid with higher income and resource limits, and buy

into Medicaid by paying a premium based on income.

Employment First. Histor ically, people with disabilities, and par ticular ly developmental dis-

abilities, have experienced unemployment, underemployment, and poverty at rates that far surpass

their peers without disabilities. Additionally, people with disabilities are less likely to find steady

or satisfying employment. “Employment First,” the idea that competitive employment in an inte-

grated setting should be the priority outcome for people with disabilities, is a national movement

that continues to gain momentum. Governor John Kasich signed the Employment First Executive

Order in March 2012, making Ohio one of 26 states with an official Employment First policy or

legislation. A policy sets the direction, but will not alone improve employment outcomes for people

with developmental disabilities. Successful implementation of Employment First requires a multi-

pronged approach and a long-term commitment to systems change.

Achieving a Better Life Experience (ABLE) Act Division B of Public Law 113-295. The Ste-

phen Beck, Jr., Achieving a Better Life Experience Act1 (ABLE) Act was signed into law on De-

cember 19, 2014 after many years of advocacy and bipartisan work in both the House and Senate.

The law allows eligible individuals with disabilities the ability to establish “ABLE accounts'' for

qualified beneficiaries that resemble the qualified tuition programs, often called “529 accounts'',

that have been established under that section of the tax code since 1996. The new ABLE accounts

will allow more individual choice and control over spending on qualified disability expenses and

limited investment decisions, while protecting eligibility for Medicaid, Supplemental Security In-

come, and other important federal benefits for people with disabilities. Without these accounts,

many people with disabilities have very limited avenues to save and allow for further independ-

ence.

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Charitable Giving. Alterations in the tax code have been par t of deficit reduction and tax re-

form discussions for the last few years, including several proposals offered by President Obama

that would cap the charitable deduction at 28 percent for high-income taxpayers. This would have a

direct impact on Goodwill Columbus and other nonprofits, as the deduction is an important and

effective incentive for charitable giving. We rely on these additional funds to strengthen our capac-

ity to meet the needs of our community and the people we serve. It is Goodwill Columbus’s goal,

along with Goodwill Industries International, to protect charitable giving incentives, making sure

the reality of the negative consequences on the nonprofit sector are discussed and understood. 

Goodwill Columbus and other organizations in the nonprofit sector, provide essential services that

strengthen both our community and economy, alleviating much of the potential reliance on govern-

ment programs. Charitable giving should be encouraged, not restricted.

Health and Wellness

Health and Wellness continued to focus on creating a healthy work environment for our employees and a cul-

ture of wellness for those we serve.

Goodwill Columbus’ Health and Wellness program is imperative to enhancing quality of life for individuals

with disabilities. The unique programs that we offer through Health and Wellness, including group activities,

one on one exercise support, Special Olympics, nutritional education, competitive activities and peer support,

assist our participants with their physical health.

Our staff (of four nurses, two activities coordinators, a nurse educator, a director, and an office coordinator)

provide services to over 600 individuals in our adult day programs throughout the year to ensure their medical

needs are addressed while they are with us each day. Additionally, we have a strong focus on prevention and

wellness through our educational programs and fitness opportunities. Some of the work of the Health and

Wellness department for participants this year include:

A variety of weekly, monthly, quarterly and annually offered health and wellness opportunities for

participants at all of our adult day sites including chair yoga, chair volleyball, wheelchair basket-

ball, bocce ball, music therapy, drum circles, workout room, walking groups, golf, swimming,

dancing, chair soccer, balloon badminton, and chair kickball.

The benefits of canine companionship continue to be a big part of our program as Zico retired in

August and Fido joined us in November from Canine Companions for Independence. They provid-

ed positive interactions with both our participants and our employees each day.

Over 600 individualized plans updated or new participant medical assessments done by our nurses.

Nearly 350 nursing units of service (medications, treatments, interventions, emergencies) per day

which equals nearly 70,000 units of nursing care per year.

Supervision, coaching and encouragement in our wheelchair accessible workout room continues to

be a source of delight for our participants as 100 work out regularly each week.

Our staff organized & created a monthly best-practices sharing conference call with professionals

offering health & wellness to individuals with I/DD throughout Ohio, in Kentucky and Florida.

Our department continues to create and develop mutually-beneficial partnerships with various

groups at The Ohio State University.

We have 15 OSU Physical Therapy students who each provide us with 15 hours a year of

Service Learning volunteer work.

All first year OSU Occupational Therapy students (around 42 students) spend some hands-

on time with the participants of our day programs as part of their assessment curriculum.

2015 Highlights of Participant Activities

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8 OSU Health Sciences students spent a semester working with us to create a playful and

educational safety video by and for our program participants—satisfying a CARF recom-

mendation.

We facilitated, with the help of the OSU LEND program, nutrition and physical activity

trainings for the home staff of three of our Sage participants based on the previous year’s

identified major factors in effecting the health of our participants.

We hosted a year-long internship with a Social Work student and participated in their Café

Rigor for College of Social Work process.

We helped match up the Fisher College of Business with our Warehouse and our HR de-

partment to complete Lean Six Sigma student projects.

We assisted with the application reviewing and interviewing process for the Albert Schweit-

zer Fellowship program.

We helped plan and offer White Cane Safety Day at OSU on 10/15 with OSU’s Students of

Occupational Therapy Association and the OSU Orientation and Mobility Program.

Monthly, we offered community integration opportunities for our day program attendees at the In-

door Adventure Center near Franklin Park Conservatory. We also added 4 kayaking trips to the

calendars for our day program participants. Our staff coordinated the completion of a quarter mar-

athon by one of our participants who uses a wheelchair with the support of 6 employees.

Some of our participant Health & Wellness stories were highlighted during the 2015 Extraordinary

People Luncheon:

Mitch’s story of consistent attention to improving his health

Scott’s openness to trying something he’d never done before in completing the quarter mar-

athon

The hundreds of individuals with I/DD from all over Ohio who were able to participate in

this year’s Special Skills Camp with current and former OSU football stars.

We worked closely with our in-house volunteer coordinator to offer meaningful, enjoyable and per-

spective-changing opportunities to multiple corporate volunteer groups—such as kayaking, indoor

bocce ball, passport activities, drum circles, earth week activities, a putt putt event and much more.

We also continue to coordinate monthly volunteer physical activity volunteer opportunities with a

small group of returning UPS volunteers.

Goodwill Art Studio & Gallery

Eclectic. Original. Beautiful. The Goodwill Art Studio & Gallery is home to an extensive collection of fine

art and crafts created by the artists in our program. For the artists who work here, the studio is a place of self-

expression and personal growth. And for art lovers, it’s a source of inspiring talent. Ours is a unique fine arts

program for people with disabilities and other barriers that allows them to learn new skills, nurture creativity

and build self-esteem. The Goodwill Columbus Art Studio and Gallery now has multiple options for online

shopping of our participants’ artwork. The studio and gallery has a plan to increase sales of fine art and prod-

uct to continue to work towards a self-sustaining business entity of Goodwill Columbus.

2015 Highlights

Social media presence through Facebook, Twitter, and Pinterest

Held three artists receptions in 2015, highlighting the work of our amazing artists

Created and inventoried almost 350 works of art

Sold 252 works of art for $18,619 with $9,285.99 going directly to 85 artists

Highest paid artists:

Jeff Meadows $1,282.87 (24 pieces sold)

Charlotte McGraw $1,278.64 (30 pieces sold)

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Goodwill Family Strengthening

In 2015, Family Strengthening duties were formally adopted by Workforce Development Case Managers to

work with job seekers and the Family Strengthening Coordinator focuses on Goodwill employees.

Family Strengthening increased its already rich partnerships in the community, notably with Tax Time service

at United Way. While IRS regulations prohibit Tax Time for sharing just how many Goodwill employees and

job seekers used the service, it was strongly promoted and the FS Coordinator received anecdotal evidence

that the promotion was successful.

Partnerships with financial institutions also continued to grow and four banks and credit unions are invited to

be present at every new hire orientation giving each new Goodwill hire the opportunity to get financial infor-

mation, investigate and open checking accounts, and explore other financial opportunities from the provider of

their choice.

Family Strengthening services continue to be made available to family members of Goodwill employees and

job seekers.

Special Olympics

The overall results of the 2015 Goodwill Columbus Gladiators competing in the Special Olympics are as fol-

lows:

171 total medals won this year

115 Gold

39 Silver

17 Bronze

Undefeated Team Record in Basketball, Flag Football, Softball, Soccer—A PERFECT SEASON!

2015 Basketball State Champions

2015 Softball State Champions (Back to Back)

2015 Traditional Fall Invitational Soccer Tournament Champions

2015 Unified Fall Invitational Soccer Tournament Champions

2015 Mid Ohio Flag Football Champions

2015 Area 6 Softball Tournament Champions

2015 State Golf Champions

2015 State Track & Field Champions

2015 State Tennis Champions

Played an Exhibition Basketball game at half time of an Ohio University Basketball Game

Recognized at Crew Stadium for winning both the TRADITIONAL and UNIFIED Fall Soccer

Tournament

Only 26 athletes accomplished the stats listed above

Seniors with developmental disabilities have the ability to participate in a full, integrated life that

reflects the life of all seniors.

A central Ohio Workforce System that i

Key Visions for 2016

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Transitioning Youth have access to services that will help them successful transition to employ-

ment and integrated community life.

Medicaid Waiver Funding supports the services and supports necessary for transition to full inte-

gration.

Federal, state and local funding is accessible to support the mission of Goodwill.

Government funding supports career advancement, sustainable wages and education and creden-

tialing for all customers of WFD.

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Art Studio and Gallery

2015 Summary of Analyses

Manager: Debbie Griffing

Overview of Services Provided in 2015 Highlights/Achievements in 2015

50% of proceeds go directly to the

participating artist

50% of proceeds go directly to the Art Studio

& Gallery to cover cost of supplies and

marketing

Marketing of artist to promote sales including

social media and print materials

Collaboration and guidance from professional

artists

Quality fine art supplies and Adaptive

Equipment

337 works of art created for a total of $28,536

potential sales

76 artists completed artwork

252 works of art sold for a total of $18,619

$9, 285.99 was paid to 85 artists

14 works of art were licensed for a total of

$600

14 artists had their work licensed

Number Served 73

Age Number Percentage

16—24 2 3%

25—34 6 8%

35—44 6 8%

45—54 4 6%

55 and over 54 74%

Unknown/Unreported Age 1 1%

Gender Number Percentage

Female 42 58%

Male 31 42%

Race

Asian or Pacific Islander 1 1%

Black or African American 14 19%

White or Caucasian 58 80%

Analyses/Impact: Demographics have no impact on programming.

Demographics/Statistical Data

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Stakeholder Satisfaction Survey

2015 2014 2013

Stakeholder Return Rate: 82% 62% 34%

Stakeholder % of Overall Satisfaction: 94% 97% 94%

Analyses/Notes/Extenuating and/or Influencing Factors/Impact on 2015: The decline in stakeholder

satisfaction is a result of late payments to participants once they have sold a work of art. This issue has been

resolved.

OM Objectives

Objective Measure Goal Actual

Minimize participant turnover % of participants that

withdraw from the program

32% 12%

Maximize pieces of artwork sold % of pieces of artwork sold 63% 75%

Maximize participants that get paid from art sales % of participants that get

paid from art sales

78% 82%

Extenuating and/or Influencing Factors: We have

had several participants move away from Columbus,

Ohio.

Extenuating and/or Influencing Factors: We con-

tinue to have good sales in the Gallery while also sell-

ing at outside venues such as Art Success, a gallery in

Bexley.

Extenuating and/or Influencing Factors: We have made it a focus to assist participants who have more

difficulty selling. We will continue to improve upon this.

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2015 Recommendations/Opportunities

1 Open two new art galleries in two more locations.

These galleries will provide community integration by

representing artists from all over Ohio both with and

without disabilities

This was done with not a lot of success

2 Begin to sell products that boast images that we have

licensed from our participants in four of our existing

retail stores.

This was done with not a lot of success

3 Secure exhibitions at prestigious locations through

written proposals.

Confirmed shows at the Concourse

Gallery, Art Access, Peggy McConnell

Center, Fresh Aire Gallery, Sharon Weiss

Gallery

4 Begin to put artwork in the auctions at 2-3 of the

existing retail stores.

Not accomplished

Analysis/Notes/Extenuating and/or Influencing Factors/Impact for 2015: The goals for sales at the

retail stores were not realized.

Impact from Trends

Field Trends

N/A

Incident Reviews/Analysis, Accessibility, Risk & Safety

N/A

Human Resources/Staff

We have had a major change in the structure of staffing in the studio.

2016 Recommendations/Opportunities:

Diversify revenue to create a sustainable art program

Raise awareness of the Art Studio and Gallery

Serve a larger population through Art Studio and Gallery

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Health and Wellness


Manager, Nursing Services Adult Day Programs: Holly Hunt


Flu shots transitioned to an outside provider

Continued to facilitate a “culture of wellness”

at GW Columbus through activities and

services aimed at helping participants and

employees live their best lives

Two Aetna Challenges completed with

employees

Provided 75,179 minutes of physical fitness

and nutrition classes to participants

Third annual Football Camp Invitational for

Special Olympics

Special Olympic Sports Banquet and

Recognition

Successful transition of leadership in

department


Number Served 668


16-24 74 11%

25-34 114 17%

35-44 66 10%

45-54 74 11%

55 and up 340 51%


Female 285 43%

Male 383 57%

Race Number Percentage

Asian or Pacific Islander 5 .5%


Other (include multi-racial) Race 11 2%


Unknown/Unreported Race 5 .5%

Analyses/Impact: There was no significant impact in this area.

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OM Objectives


Maximize attendance at the annual employee Be

Well Festival (Health Fair)

25% more employees will

attend the Be Well Festival

(Health Fair)

25% 15%

Maximize number of employees participating in

biometric screenings

# of employees participating

in biometric screenings

125 126


Stakeholder Return Rate: Health & Wellness did not participate in this process.

Stakeholder % of Overall Satisfaction:

Analyses/Notes/Extenuating and/or Influencing Factors/Impact on 2015: N/A

Extenuating and/or Influencing Factors: The ma-

jority of GW employees work at an off-site location.

Many were working during the Health Fair hours.

Some do not have transportation.

Extenuating and/or Influencing Factors: All of

GW’s employees to not have our health insurance.

The screenings were offered during many people’s

work hours and they were not able to take the time off.

2015 Recommendations/Opportunities Outcome:

1 Develop plan to be a “non-smoking” company Members of the Health &

Wellness team created a draft

plan that was passed on to HR

to approve and move forward.

2 Institute Healthy Meeting guidelines company wide This was not met due to change

of leadership structure in the

Health & Wellness department.

3 Work with students from area colleges to develop and initiate

two unique programs for participants around areas of wellness.

The OSU LEND Program that

we were going to work with

decided to go with a different

project for 2015. We will

continue to with OSU LEND

faculty for future projects.

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2015 Recommendations/Opportunities cont.: Outcome cont.:

Analysis/Notes/Extenuating and/or Influencing Factors/Impact for 2015: Due to Janet Ehrhardt

leaving the director position at the end of August 2015, and the leadership structure of Health and Wellness

changing, some of these goals were not met.

Impact from Trends

Field Trends

In Health & Wellness we see our role as promoting educational and experiential opportunities for

participants to live healthier lives

We also spearhead the Be Well Initiative, to promote healthier employees


The department has implemented a safety program that ensures continued compliance with all

applicable laws and regulations as well as the increased safety measures for both participants and

employees.

Human Resources/Staff Facilitated onsite mammography at Edgehill

Be Well Festival with many of our employees attending

Continued to have after work exercise groups initiated by employees as volunteer leaders

Successfully transitioned to third party provider for flu shots


Nurture the idea of inclusive Wellness through Goodwill Columbus and other community partners by

providing opportunities for Goodwill participants, staff and community members with and without

disabilities.

Create a network for sharing best practices and resources for Goodwill Columbus direct support staff

to enable them to more easily and more frequently offer Health & Wellness opportunities to the people

they work with.

Implement new Universal Design techniques and concepts that will prove beneficial to participants,

staff and volunteers.

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Onsite Residence


Director: Bill Adelsberger

Sr. Director: Tiffany Martin


24 individuals served in 2015, provided

201,208 hours of service

24-hour nursing provided by Goodwill

nursing staff

Speech therapy, occupational therapy,

physical therapy, mental health counseling,

recreational activities, social activities, and

educational activities offered to individuals

99.7% occupancy rate

100% satisfaction outcome from Satisfaction

Surveys

0 Medication Errors

Received one grant for the Sprouting Goodwill

Garden


Number Served 24


16—24 6 25%

25—34 5 21%

35—44 4 17%

45—54 2 8%

55 and over 7 29%


Female 11 46%

Male 13 54%




Analysis/Impact: The individuals who live in OSR are aging and some are exper iencing some age relat-

ed illnesses. For the first time in human experience, persons with developmental disabilities are living longer.

This increase in life span has brought with it numerous unanticipated problems. Persons with developmental

disabilities are now outliving their parents, who have historically, always functioned as their primary caregiv-

ers. Due to the aging of the individuals in OSR, the program has a higher need for Hospice care, increased

medical equipment costs and nursing hours, and greater oversight of the individuals. The individuals who are

new to the program tend to be younger with high behavioral needs.

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OM Objectives


Maximize individuals involved in community

recreational activities

% of individuals involved in

community activities

75% 100%

Maximize the satisfaction of individuals served 75% or higher satisfaction

rate

75% 100%

Maximize individual occupancy # of days Onsite Residence

is filled to capacity

98% 99%

Reduce staff turnover rate % of Onsite Residency staff

that have left the company

50% 43%

Extenuating and/or Influencing Factors: All indi-

viduals had opportunities to become involved with

activities in the community.

Extenuating and/or Influencing Factors:

Stakeholder satisfaction remains high due to

quality services.

Extenuating and/or Influencing Factors: The de-

mand for ICF/IID services remain high and main-

taining a high occupancy rate has not been an issue,

to date.

Extenuating and/or Influencing Factors: The

program remains lower than the national average

of 65% turnover for direct care employees.

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2015 2014 2013



Analyses/Notes/Extenuating and/or Influencing Factors/Impact on 2015: Overall stakeholder results

remain high. Return rate is lower than previous years due to prior years having interns to distribute survey.


1 To utilize the shared resources between OSR and SL and

work with other departments within the agency to utilize

internal talent and knowledge to increase the quality of

services throughout the agency.

The departments are working

together to streamline training,

scheduling, family activities,

and to provide more recreational

activities.

2 To find opportunities to network with community members

and area businesses to spread Goodwill’s work and bring in a

variety of community supports, on several levels.

The department received a grant

to support the Sprouting

Goodwill Garden.

3 To continue to provide new opportunities and activities that

would increase the quality of the individuals’ lives and

integrate them into the community.

The program began working

with Supported Recreation and

Education to provide more

options for activities and to have

large events and parties together.

4 To work with the Ohio Department of DD, OPRA, and other

organizations to navigate the changes within the DD system

and establish a responsible plan for the agency, program,

employees, and individuals whom we serve.

The program is working

diligently with other

stakeholders to plan for the

future of the ICF/IID.

Analysis/Notes/Extenuating and/or Influencing Factors/Impact for 2015: There is a very high need for

residential placement for autistic young adults coming from home, older individuals who have lived their life

in the Developmental Centers, and individuals who are requiring a higher level of nursing care than what is

being provided in their current setting. There continues to be a high interest in placement into OSR, despite

the changes within the DD system.

21

Impact from Trends

Field Trends

IT’S TIME FOR A CHANGE!!!, which is the headliner of Ohio State’s Plan for the DD system. The

plan continues to state, “It is the mission of the Ohio Department of Developmental Disabilities to

create change that improves independence, productivity and inclusion for people with developmental

disabilities and their families in community life.” There is very little that is not changing within the

ICF/IID system. The program has an approved plan with Ohio Department of DD to downsize the

program and transition individuals to a waiver funded program.

Incident Reviews/Analysis, Accessibility, Risks & Safety

During the year 2015, Unapproved Behavioral Support MUIs were increased due to the reduction of

aversive interventions and behavioral support plans, due to the new Behavioral rules and guidelines

put into place in 2015. Two individuals passed away who were receiving Hospice care.

See Departmental MUI Annual Analysis report for detailed information.


In 2015, Talent Management and OSR continued to collaborate to define the profile of employees that

would be successful long term, evaluate a potential employee’s knowledge, skills, and abilities in the

hiring process, increasing Talent Management’s knowledge and insight on the program, and

ultimately hiring the right person for the job. There is a severe staffing shortage in the field and that

was evident when attempting to hire staff in 2015.


To work with DODD to transition individuals into the waiver system.

To continue to provide individuals with a high level of care, even though funding and staffing has

been reduced.

To utilize the shared resources between OSR and SL and work with other departments within the

agency to utilize internal talent and knowledge within the agency to increase the quality of services

throughout the agency.

To work with the Ohio Department of DD, OPRA, and other organizations to navigate the changes

within the DD system and establish a responsible plan for the agency, program, employees and

individuals whom we serve.

22

Sage Senior Services


Director: Kathy Ramey


Funded through FCBDD per annual contract

Provided vocational habilitation and adult day

support to two shifts throughout the year to

adults age 45 and over

Provided 51,894 units of service to 347

individuals

Served 347 participants throughout the year

104 participants earned a paycheck

10 participants were referred to OOD

3304 hours of community activities and 6270

hours of volunteers participating in activities in

the program


Number Served 347


35—44 4 1%

45—54 42 12%

55—and over 301 87%


Female 180 52%

Male 167 48%




Other (including multi-racial) 2 .7%



Analyses/Impact: We continue to serve individuals with disabilities from the age of 45 and sometimes prior

to age 45 based on the nature of their disability and the impact that the aging process has on their lives. The

majority of our participants are over 55, with one participant turning 94 this year.

The following is a breakdown of other important data to consider in planning for programming of individuals

who attend our program:

Involved only in Work Services: 24%

Involved only in Activities/Volunteering/Community Inclusion: 56%

Attend a Half/Partial Day Attendance: 35%

Receive Contracted Speech and Language Services: 2%

Have Behavior Support Plans: 2%

Require Total Meal Assistance: 18%

Use Mobility Devices: 37%

Require Personal Care Assistance: 36%

23

OM Objectives


Maximize # of participants showing improvement

of IP goals (FCBDD contract goal)

% of participants showing

improvement on IP goals

90% 99%

Maximize # of participants who have an assessment,

participate in developing & implementation of IP

(FCBDD contract goal)

% of participants who have

assessments, who participate

in development &

implementation of IP

100% 100%

Maximize Satisfaction Average of the participant

satisfaction survey score

80% 84%

% of all stakeholders with a

“satisfied” rating

80% 90%

Minimize # of weeks from intake to enrollment # of weeks between intake to

enrollment

5

weeks

4

weeks

Maximize participant exposure to community

activities

% of participants who go on

75% of outings

98% 60%

Program Utilization: Maximize # of persons served Minimum # of persons

served as agreed upon per

contract

343 347

Extenuating and/or Influencing Factors: This goal

only applied to those who had an IP meeting in 2015

(311). Two individuals did not achieve their goals

specified in their IP. One of those were out for a large

portion of the year due to health issues and also chose to

go out into the community as opposed to work. One

declined to work as per his goal.

Extenuating and/or Influencing Factors: This

goal applied to 311 persons served. Ten percent had

no meetings due to exiting the program prior to their

annual meeting or meetings that were delayed due

to team members’ availability.

24

Extenuating and/or Influencing Factors: Our

stakeholder satisfaction rating was slightly below that

in 2014. Many responded that they would like for

the program to offer more community outings and a

variety of work options with better pay.

Extenuating and/or Influencing Factors: In 2015, we

had 27 entries and 45 exits in the program. We do not

currently have a waiting list to enter our program.

Extenuating and/or Influencing Factors: In 2015,

we saw fewer community outings as we continued to

adjust to the integration of the Sage Crosswoods and

Sage Edgehill programs. We logged a total of 3304

hours in the community.

Extenuating and/or Influencing Factors: With the

integration of Sage Crosswoods to Sage Edgehill, we

increased our numbers served overall during 2015. We

will continue to evaluate our space, staffing ratios, and

program design in the future for maximized services

and number of individuals served.


2015 2014 2013


Stakeholder % of Overall Satisfaction: 89.6% 97% 100%

Analyses/Notes/Extenuating and/or Influencing Factors/Impact on 2015: Feedback from our surveys

included:

Individuals with higher needs being more included in their community during their day,

Increased staffing and communication to the homes

Participant Stakeholder

25


1 The Sage Senior Services program will take measure

to align with the CMS rule and Ohio’s plan for

community inclusion. We will begin by visiting

programs identified as best practice models and

developing a plan by the end of 2015. Our Day

Habilitation programs were awarded a grant called

Project Transformation and will work with a team to

develop a plan to move our programs forward.

The Director and Lead Habilitation

Manager visited Hopewell Industries,

Koinonia and the Cincinnati Goodwill.

We worked with a consultant from

Project Transformation to develop a new

service where individuals will be out in

the community 100% of their day. This

service will begin in August, 2016.

The Sage team continues to meet to

identify outcomes and develop strategies

to become more community integrated.

Adult Day Services is in the process of

developing a strategic plan for 2017,

2018, and 2019.

2 Align staffing roles and responsibilities to create

positions focused on community inclusion.

We are developing a strategic plan in

2016 that will assist us in our staffing and

services to allow for community

inclusion and maximize our ability to bill

Medicaid and be financially viable.

3 Continue to work to decrease our use of 14c in a

facility based workshop setting by 60% by 2017.

In 2015, only individuals not currently in

our program, wanting to work on

community employment skills entered

into the Sage workshop. In 2016, we will

stop production at the program location.

Anyone interested in continuing to work

and furthering their desire for community

employment will transfer to The

Goodwill Learning Center.

4 Prepare the program for funding redesign with the

community integration model and plan for program

financial sustainability.

As stated above, we are working on a

strategic plan in 2016 that will allow for

community integration and plan for

financial sustainability. In 2015, began

working with our residential programs to

develop policies and methods for staff

sharing.

Stakeholder Satisfaction Survey cont.:

Providing a variety of work options with higher pay for individuals working.

In 2015, we referred ten individuals to OOD who were interested in seeking community jobs at a competitive

pay rate. We will focus on individual plans addressing community and work options in 2016/2017.

Feedback was given to staff regarding communicating well with providers, parents, and guardians and we

will continue to seek ways to improve our communication.

We had several good comments in the feedback section including:

“You all do a fantastic job for our consumers. We appreciate you!”

26

2015 Recommendations/Opportunities 2015 Recommendations/Opportunities Out-

come:

Impact from Trends

Field Trends

Ten individuals were referred to OOD for job evaluation and placement. Two more were referred and

declined by OOD. One was placed and quit the job prior to the 30 day evaluation, returning to the

program. Two cases were closed with no job. In 2016, Goodwill will begin a new service called

Creative Employment Solutions. We will refer individuals to this service for discovery and job

placement. This service was started to serve our population and staffed by individuals who have

worked in the DD population.


Sage incidents continue to be reviewed monthly by the Departmental Behavior Support Committee.

MUIs and Patterns and Trends are addressed to ensure health and welfare of all individuals involved

in any incident reports. Reports are then submitted to the FCBDD MUI Unit for review. In 2015, we

had a total of six MUIs involving eight participants. This is a decrease of 33% from 2014.

Categories of MUIs incurred in 2015 are listed below:

Misappropriation (2)

Medical Emergency

Unscheduled Hospitalization

Significant Injury

Unapproved Behavior Support

Peer to Peer Sexual (2)

A camera was installed on the Sage closet where cigarettes and money were taken. Since the time of

installation, no further instances of theft have occurred. The two involved in the Peer to Peer Sexual

incident were kept separated throughout their day and no further similar incidents have occurred for

either person.

We reviewed safety topics each month at staff meetings and have worked with our Safety Coordinator

to ensure safe practices in the department.

There were no reported concerns regarding accessibility. The Participant Advisory Council had the

opportunity each meeting to address potential barriers as well as did each participant on his/her

participant satisfaction survey.

Human Resources

Sage had a 29% turnover rate in 2015, compared to a 14% turnover rate in 2014 and a 6% turnover

rate in 2013. Our average length of employment in our program is 11 years.

We continue to have monthly all-staff meetings and identify information staff wish to have shared

and processes that need updated. Individual teams meet on a regular basis also.

In 2015, all employees had training in aging, Employment First, and Community Inclusion.

Additionally, some staff had training in End of Life Conversation. We held three Staff Development

Days where staff were offered required trainings on health and wellness topics through a Health and

Wellness Fair.

2015 Recommendations/Opportunities cont.:

Analysis/Notes/Extenuating and/or Influencing Factors/Impact for 2015: In 2015, we focused on

stabilizing with the integration at the end of 2014 with Sage Edgehill and Sage Crosswoods. We visited

other programs/services that have begun billing Medicaid and are trying more community inclusion models

of services. We focused on developing a new community based service through Project Transformation,

which will pilot in 2016.

27


The Goodwill Adult Day Services, including Sage Senior Services, will develop a strategic plan in

2016 to align with the CMS rule for community inclusion. This plan will allow us to develop needed

services for retired seniors and individuals with dementia. We will focus on Person Centered

Planning, focus on discovering what each person’s needs and wants are and developing a plan to

expose and further their path to a more independent life.

In 2016, we will phase out work services at the Sage Edgehill location. Individuals wishing to

continue to work and interested in seeking community employment will transfer to The Goodwill

Learning Center.

Prepare the program for funding redesign with the community integration model and plan for program

financial sustainability. Our plan is to vet through a model for the program in 2016 and then pilot the

new model in October, 2016, utilizing Advisor, a software system installed in day services in 2016.

We will begin billing directly January 1, 2017.

We had a total of 27 intakes in 2015, with 45 individuals exiting our program. Our referrals continue

to decline, as there are competing programs in the county. We would anticipate our total numbers

served to continue to decline somewhat over the next few years, as individuals may choose other

activities for their day, are elderly and have significant needs, and are gaining community

employment. With our transition to billing Medicaid in 2017, this decrease in numbers served must be

matched with a plan to staff to our daily attendance, which is approximately at 82% of our scheduled

participants.

28

Supported Living


Director: Jamie Kinzelman



Provided services to 110 individuals or

285,069.50 hours

Restructured the department

Created new policies & procedures

Reduced MUIs by 50%


Number Served 110


16—24 5 5%

25—34 10 9%

35—44 21 19%

45—54 30 27%

55 and over 44 40%


Female 43 39%

Male 67 61%




Analyses/Impact: Life expectancies of the individuals whom we serve is growing, so we are serving in-

dividuals in-place longer.

29

OM Objectives


Increase overall stakeholder satisfaction % overall

satisfaction

70% 86%

Maintain/Increase employee recognition % of staff

recognized

30% -

Maintain/Decrease overtime costs % of overtime

costs per year

6% 3%

Maintain turnover rate % of turnover

rate per year

25% 45%

Extenuating and/or Influencing Factors: 52.9%

increase in overall stakeholder satisfaction from 2014.

Extenuating and/or Influencing Factors: Difficult

to calculate. The program made an effort to increase

communication and positive interaction with all direct

care staff.

Extenuating and/or Influencing Factors: The pro-

gram was able to gather and analyze data to assist in

managing workforce, to decrease overtime moving

forward.

Extenuating and/or Influencing Factors: 2015 was

a transition year for the department, which resulted in

increased turnover.

30


2015 2014 2013



Analyses/Notes/Extenuating and/or Influencing Factors/Impact on 2015: The program has worked

hard to improve communication and the quality of services, which has improved stakeholder satisfaction.


1 Reduce financial “leaks” due to overutilization, underutilization,

and overtime to stabilize the budget.

New processes in place to

reduce unnecessary

budgetary expenditures.

2 Implement technologies to increase efficiencies, improve

compliance, and enhance services. This includes electronic

timekeeping, electronic Medication Administration Records, and

Individual Service Plan goal documentation.

Implemented Brain Shark

online training, Zipwhip

communication system,

Dayforce to increase

efficiencies.

3 Increase customer service satisfaction and increase quality of

service.

Customer satisfaction

increased by 53% from

2014.

4 Provide training to employees to benefit the program and

services.

Implemented Brain Shark

online training program to

enhance training

opportunities for staff.

Analysis/Notes/Extenuating and/or Influencing Factors/Impact for 2015: Suppor ted Living

Department worked on 4 areas throughout the year; Ensuring Health and Safety, Rebuilding the Department,

Creating Financial Stability and heading into the beginning of 2016, starting to Strategically Grow.

Impact from Trends

Field Trends

The Ohio Department of DD (DODD) is focused on transitioning individuals in ICD/IID facilities

into waiver settings after new rules were put into place by the Center for Medicaid Services by the

federal government.

31

Impact from Trends cont.:


The team noted that despite a 50% reduction in the overall number of MUIs, Unscheduled

hospitalizations continue to be the highest MUI category. This can be attributed to the fact that our

residents are more medically fragile than the overall population. Goodwill SL was also the residential

provider for 2 additional MUIs that are not included in the statistics since GWC SL wasn’t the

Incident Provider, but monitored both situations and provided necessary care/follow up to both

individuals.

See Departmental MUI Annual Analysis report for detailed information.


The department averaged 233 employees with a 45% turnover rate. Federal turnover rates for Home

Care Workers is 65%.


Integrating technology to serve to increase program efficiency, serve individuals better and to

increase individual’s independence in the community.

Manage staffing efficiently, to ensure financial success of program.

Thoughtfully grow program, while continuing to enhance services.

Program will become paperless to improve efficiencies and communication with employees,

individuals we serve and stakeholders.

32

Supported Recreation & Education Services


Manager: Jenni Diodato



Served 219 individuals

2 Overnight Camps

4 Overnight Trips (Niagara Falls, Los Angeles/

Special Olympics, Bermuda, Jeffersonville

Outlet Mall)

4 Day Trips: Cedar Point, Kings Island,

Columbus Zoo, COSI

6 Holiday Parties, including a Fall Ball

Classes: Money Management, 2 Cooking

Classes, Health Matters, Fitness, Weather, Map

Reading, Newsletter, Local Matters Gardening,

Franklin Park Conservatory Gardening, Computer

Training, Diabetes Classes, Giant Eagle Nutrition

Classes

Regular Scheduled Activities: Sport Events,

Movie & Dinner, Bowling, Game Night, Social

Gatherings, Holiday Parties, Bell Choir, Picnics,

Fishing, Walks in Parks

$2292.87 raised with fundraisers, $17,000 FFN

contributions.

Demographic/ Statistical Data

Number Served 219


16—24 7 3%

25—34 39 18%

35—44 41 19%

45—54 55 25%

55 and over 61 28%



Female 104 47%

Male 115 53%







Analyses/Impact: In 2015, the program has become more diverse and is drawing in younger individu-

als. The program is still serving the aging population, as well. The program lost some participation when

Supported Living downsized at the end of 2014.

33

OM Objectives


Offer more out of state trips % of

increase

from 2014

to 2015

25% 25%

Offer health related activities/classes/meals % of

increase

from 2014

to 2015

20% 25%

Extenuating and/or Influencing Factors: Increased

trips by 25%.

Extenuating and/or Influencing Factors: Added

Local Matters Gardening, Diabetes Classes, Giant

Eagle Nutrition Classes.


2015 2014 2013



Analyses/Notes/Extenuating and/or Influencing Factors/Impact on 2015: Satisfaction increased by

20% due to doing a better job getting the survey to the individuals who participate in the program.

34


1 Increase Wellness Classes Added 3 courses, Added

Local Matters Gardening,

Diabetes Classes, Giant Eagle

Nutrition Classes

2 Increase enrollment from participants outside of Goodwill 5 individuals outside of

Goodwill Residential

Services received services

3 Increase Stakeholder Survey distribution and return rate,

increase customer satisfaction

Increased satisfaction by

20.1%

4 Increase participation from Residential Services participants 23 individuals

Analysis/Notes/Extenuating and/or Influencing Factors/Impact for 2015: The program began serving

individuals in Onsite Residence and planning activities and parties together. Marketing the program at

Provider Fairs has helped to increase enrollment from outside agencies. Word of mouth, from participant to

their friends, is still the most powerful marketing tool.

Impact from Trends

Field Trends

Individuals with disabilities have the right and need to have friends, participate in social activities, go

on vacations, and learn new things. SRE provides opportunities for all types of people to get together

and have some fun!


2 IRs, Falls at camp due to no railing on steps. New accommodations are planned for 2016 with

adequate railings.


Staffing remains consistent with 1.5 FTEs, same staff have been with program for 5 years.

2016 Recommendations/Opportunities

Increase enrollment by 10 individuals

Create a presence in social media

Increase Stakeholder Survey distribution and return rate, increase customer satisfaction (Return rate:

40%, Satisfaction: 90%)

Offer one trip to all of Goodwill participants and staff

35

Work & Community Services


Director: Kenneth Hughes


Funded through FCBDD per annual contract

Provided behavior supports, vocational

habilitation, adult day supports, and enclaves

throughout the year and 2 shifts to 184 adults

ages 18 and over

Participated in DODD grant for Project

Transformation

Work:

2 new Retail Store Enclave sites opened. Work

went away from the enclaves and participants

are getting hired directly into the stores.

Creative Employment Solutions was started as a

way to provide participants a path to

competitive employment.

Support:

11 individuals were involved in Crisis

Restraints, down from 28 the previous year.

Activities:

Art Studio, Community volunteering, OSU

Football camp, TAASC, Columbus Zoo, Motts

Military Museum


Number Served 184


16-24 31 17%

25-34 51 28%

35-44 29 15.7%

45-54 30 16.3%

55 and over 43 23%


Female 40 22%

Male 144 78%





Analyses/Impact: The largest group was the 25-34 category. WCS still shows a wide diversity in age

groups. The males occupy 3/4th of the total number of people served.

36

OM Objectives


Maximize # of participants showing improvement of

IP goals (FCBDD contract goal)


improvement of IP goals

90% 98%


who participate in developing & implementation of

IP (FCBDD contract goal)

% of participants who

have an assessment, who

participate in the

development &


100% 100%

Maximize Satisfaction Average of the participant


95% 100%

% of all stakeholders with

a “satisfied” rating

75% 78%

Minimize # of weeks from intake to enrollment # of weeks in between

intake to enrollment

5

weeks

6

weeks

Minimize # of participants involved in crisis

restraints

% of participants

involved in crisis

restraints

Less

than

10%

7%

Maximize # of participants in community

involvement

% of participants in

community involvement

20% 91%

Program Utilization: Maximize # of persons served # of persons served as

agreed upon by contract

171 184

Extenuating and/or Influencing Factors: The objec-

tive applied to 184 total participants in 2015.


objective applied to 184 participants. In 2015, 36

participants did not have an IP for various reasons.

37

Extenuating and/or Influencing Factors: WCS ex-

ceeded the goal of 95%. We continue to evaluate our

services to provide a wide variety of services to those

we serve.


goal was missed by .65. We continue to deal with

outside influences including the delay in processing

of the paperwork.

Extenuating and/or Influencing Factors: 11 indi-

viduals were involved in crisis restraints in 2015. That

is an improvement from 18 the previous year. WCS is

committed to push towards providing more individual-

ized services to meet the needs of the people that we

serve.

Extenuating and/or Influencing Factors: With

more focus being put on community integration,

WCS has tried to provide more opportunities to get

individuals out into the community.

Participant Stakeholder

38

Extenuating and/or Influencing Factors: WCS served more people in 2015 than the previous year. Indi-

viduals continue to be referred to WCS for behavior support, work options, and habilitation services.

Stakeholder Satisfaction Surveys

2015 2014 2013


Stakeholder % of Overall Satisfaction: 77.5% 86% 90%

Analyses/Notes/Extenuating and/or Influencing Factors/Impact on 2015: Return rate dropped in

2015. We continue to look for ways to engage our stakeholders to maximize the response rate.


1 Continue transition plans for Creative Employment

Solutions and Work and Community Services.

CES was started in 2015 and participants

from WCS have benefited from the

individualized service. A total of seven

individuals have gained integrated

competitive employment.

2 Develop plans to overhaul current enclave system. Enclave began to shrink in number in

2015. The plan is to close all Enclaves in

2016 with the hope of getting participants

hired directly into the stores and to

become Goodwill employees. Six

participants have been hired into Retail

and one has been hired outside of

Goodwill.

39

2015 Recommendations/Opportunities cont.: Outcome cont.:

3 Continue planning sessions to revamp set up of

current WCS workshop to meet needed changes.

WCS is continuing to work through

Project Transformation and DODD rules

to meet the setting requirements.

4 Revamp current Behavior Support structure to meet

the requirements of the new Behavior Support Rule

that goes into effect January 1, 2015 (July 1, 2015

compliance date).

WCS has met with requirements for the

new Behavior Support Rule.

Analysis/Notes/Extenuating and/or Influencing Factors/Impact for 2015: 2015 continued to be a year

of change. The Day Service Programs (Sage, WCS, and YAS) all participated in a grant awarded from

DODD to participate in Project Transformation. This grant is to help programs become community based

and to offer more person-centered activities. WCS also learned in 2015 that the program would be moving to

a new location in 2016.

Impact from Trends

Field Trends

With the Employment First rule on segregated settings not the desire, the focus continued to be on

competitive, integrated settings for employment and adult day habilitation.


There were no accessibility concerns with WCS. With the push for more community integration,

transportation vehicles will continue to be an obstacle for services delivery.


Two staff from WCS were awarded the ICARE award in 2015

WCS had a 29% turnover rate in 2015

WCS also transitioned staff to work for CES as a way to help participants get an individualized plan

for Discovery and job exploration.


Continue to transition plans for Work and Community Services to meet DODD definitions for

services

Continue to work with Project Transformation team to provide discovery services for the individuals

that we serve

Track and evaluate outcome measurements and program data as written for 2016

Evaluate the ability to meet the changing needs of those currently served due to aging, increased

support needs and employment opportunities

Continue to adapt standards to meet the CMS rule and Ohio’s transition plan

40

Workforce Development


Director: Jennifer Marshall


Provided career and skills assessments,

individualized career planning, industry-

recognized training, and job seeking support to

youth and adult job seekers with disabilities and

other barriers

Provided specialized career services through

formal partnerships with FCDJFS, FCCSEA,

United Way, Department of Labor and Alvis

and Community Shelter Board

Provided intensive services to youth through

formal partnership with COWIC

Assisted 318 individuals to obtain employment

and/or advance in their careers

Attained average wage at placement of $9.47/hour

Filled 39% of Goodwill’s promotable positions

internally

Began formalized Effectiveness and Standard

Operating Procedures training in Goodwill

Columbus retail stores

Created 2 Business Service Liaison positions to

align Goodwill credential ability to meet business/

employer needs

Demographics / Statistical Data

Number Enrolled 1758

Ages Number Percentage

16—24 329 19%

25—34 469 26%

35—44 329 19%

45—54 301 17%

55 and over 321 18%



Female 1112 63%

Male 645 36%

Unknown or Unreported Gender 1 1%


American Indian, Eskimo or Aleut

(Native American), First Nation

7 .5%

Asian or Pacific Islander 24 1.5%




Unknown/Unreported Race 26 2%

Analyses/Impact: The number of job seekers enrolled has significantly changed due to WFD’s new pre

-screening efforts for suitable program/services.

41

OM Objectives


Maximize # enrolled in program # enrolled in program 747 1758

Maximize the # of placements # of placements obtained 344 318

Maximize the hourly wage of individuals placed

into employment

Average hourly wage of

those who obtain

employment

$9.75 $9.47

Maximize customers who are satisfied or very

satisfied with WFD services

% of customers who are

satisfied or very satisfied

with WFD services

85% 87%

Maximize stakeholders who are satisfied or very

satisfied with WFD services

% of stakeholders who are

satisfied or very satisfied

with WFD services

85% 78%

Extenuating and/or Influencing Factors: The num-

ber of job seekers who utilized the Access Point, took

Career Boot Camp, Next Step, STNA and Youth Ser-

vices increased our enrollment.

Extenuating and/or Influencing Factors: WFD

assisted 318 job seekers to obtain 341 jobs. WFD

has partnered with several businesses throughout

2015.

42

Extenuating and/or Influencing Factors: The WFD

team continues to build relationships with local em-

ployers and attempt to match job seekers’ skill sets to

appropriate higher paying jobs.

Extenuating and/or Influencing Factors: At an

87% overall rating, it is apparent that the majority of

our customers were pleased with the level of services

at WFD.

Extenuating and/or Influencing Factors: WFD will continue to bridge the gap between stakeholder’s sat-

isfaction with improvements in WFD programming and staff members’ ability to forge lasting relationships.


2015 2014 2013



Analyses/Notes/Extenuating and/or Influencing Factors/Impact on 2015: 27 people responded out of

398 who took the survey. 17% increase from 2014.


1 Shift focus to increase understanding of business/

employer needs

Created two business service liaison

positions to align Goodwill credential

ability to meet business employer needs.

2 Shift from a “1st Job” to a Career Advancement

model

Provided specialized services to eliminate

extended barriers for unemployed/

underemployed job seekers, including

financial, housing, and job instability.

3 Strengthen internal relationships to increase career

pathway opportunities for Goodwill employees

Developed strategies that filled 39% of

Goodwill’s promotable positions internally.

Analysis/Notes/Extenuating and/or Influencing Factors/Impact for 2015: Provided formal career and

skills assessments that align with industry-recognized best practices.

43

Impact from Trends

Financial/Funding

Revenue stayed consistent and we continued to positively impact more people.

Service Delivery

WFD serves more and more job seekers each year without the benefit of funding for additional staff.

This is primarily a result of job seekers who utilize the free services of the Access Point. The Access

Point contract with Ohio Means Jobs, Columbus Franklin County required WFD to provide services to

500 job seekers in 2015. WFD actually served 1758 new job seekers in 2015.


No significant trends noted regarding accidents/injuries

No concerns related to accessibility

No concerns related to risk and safety


WFD holds professional in-services at least nine times per year


Increase industry-recognized credential training both onsite and through more formalized partnership

with Columbus State Community College

Formalize connection with key employers to meet their skills training and recruiting needs on a larger

scale

Expand training and advancement opportunities to service the broader employee base

44

Young Adult Services


Director: Kenneth Hughes


Funded through FCBDD

Merged with the New Generation Program to

form a 4th YAS site at our Edgehill location

Provided Adult Day support to 144 adults ages

18-44

Over 2300 community integrated activities

provided

Integrated/community focused activities provided

each month (Snow Trails, The Shadow Box Live,

Ice Skating)

Volunteer opportunities occurred at various

locations

Day Services was awarded a Project

Transformation grant from DODD to look at

service delivery changes


Number Served 144


16—24 42 29%

25—34 66 46%

35—44 34 24%

45—54 2 1%


Female 68 47%

Male 76 53%


Asian or Pacific Islander 2 1%




Unknown or Unreported Race 3 2%

Analyses/Impact: The 25-34 age groups continued to be the highest percentage served even with combining

with the New Generation program. Gender and race did not impact the development of services. We are

looking at ways to offer more Discovery services to help the people that we serve gain exposure of opportuni-

ties.

45

OM Objectives


Maximize # of participants showing improvement of

IP goals (FCBDD contract goal)


improvement on IP goals

90% 96%


participate in developing & implementation of IP

(FCBDD contract goal)

% of participants who have

an assessment, participate

in developing &


100% 100%

Maximize Satisfaction Index Average of the participant


85% 99%

% of all stakeholders with a

“satisfied” rating

85% 97%

Minimize # of weeks from intake to enrollment # of weeks from start of

intake to enrollment

5

weeks

4

weeks

Maximize # of participants who go on community

outings

% of participants who go on

75% of outings

85% 99%

Program Utilization: Maximize # of persons served # of persons served as

agreed upon by contract

84 144

Extenuating and/or Influencing Factors: The indi-

viduals’ team work continue to write goals that are in

line with the participant’s interests and skill developmen-

tal needs.

Extenuating and/or Influencing Factors: We

maintain that participants should be the most im-

portant part in the development of their IP.

46

Extenuating and/or Influencing Factors: YAS is a

service that continues to focus on creating numerous

integrated opportunities in the community.

Extenuating and/or Influencing Factors: We con-

tinue to strive for 5 weeks or less from offer to in-

take. There are multiple factors to intake including

the intake paperwork and medical forms that are

needed before the start date.

Extenuating and/or Influencing Factors: Both

scores out-performed the goal. YAS continues to

strive to provide integrated opportunities and daily liv-

ing skills to the participants that choose our service.

Extenuating and/or Influencing Factors: Due to

the similarities of the two programs, the New Gener-

ation program and the YAS program were joined to-

gether to ensure that we are meeting the needs of the

individuals that are served.

Participant

Stakeholder

47


1 Track and evaluate outcome measurements and

program data as written for 2015.

Tracked and evaluated outcome

measurement

Program data was collected and

reviewed

No trends noted

2 Fill open “capacity per day” slots. Goal: 95% average

by the end of 2015.

Average capacity per day was 94%. We

continue to strive to meet the increased

average.

3 Evaluate the ability to meet the changing needs of

those currently served due to aging, increased support

needs and employment opportunities.

Addressed at each IP meeting and on-

going throughout the year regarding the

needs of the participants

Creative Employment Solutions (CES)

was created in Day Services as a bridge

to employment opportunities

4 Adopt standard to meet the CMS rule and Ohio’s

transition plan to meet the requirements.

Continuing to develop services to meet

the rules and requirements

5 Maintain/increase the satisfaction rate in 2015 on the

Stakeholder Survey

Increased satisfaction to 97%

Analysis/Notes/Extenuating and/or Influencing Factors/Impact for 2015: YAS will help par ticipants

who want a career in the workforce by referring to CES, OOD, or by building skill capacity. The CMS rules

and Ohio’s transition plan are developed and ready for implementation. YAS is working with an outside

consultant from Transen (grant through DODD) to transform the way that services are provided in Ohio and

by Goodwill Columbus’ Day Services.

Impact from Trends

Field Trends

Young Adult Services continues to be a program that is desired by many individuals throughout

Franklin County. At the end of 2015, there were 33 people awaiting services.

Goodwill’s Day Services program was awarded a Project Transformation grant through DODD to

develop services that are geared towards more community based integrated services.

Stakeholder Survey

2015 2014 2013



Analyses/Notes/Extenuating and/or Influencing Factors/Impact on 2015: With the addition of the NG

program, 147 more surveys were sent out in 2015. We continue to work to receive more input from our

stakeholders. We are pleased to have an increase in overall satisfaction of the service.

48

Impact from Trends—cont.:


Incident Report Reviews: YAS reviewed it’s UI/MUI patterns and trends summaries monthly, semi-

annually and annually at the Departmental Behavior Support Committee meetings. There were found

to be no trends or patterns for the YAS program in 2015. MUI’s included:

1 Unscheduled Hospitalization

2 Neglect

1 Verbal Abuse

No accessibility issues or concerns in 2015


YAS had 5 ICARE award winners in 2015

YAS implemented three staff development days in 2015. One day consisted of our annual trainings

including: MUI, Abuser Registry and Client Rights. We also trained our staff on the on-going

Employment First Initiative guidelines.


Track and evaluate outcome measurements and program data as written for 2016

Evaluate the ability to meet the changing needs of those currently served due to aging, increased

support needs and employment opportunities

Continue to adapt standards to meet the CMS rule and Ohio’s transition plan

Work on and develop a sustainable financial and staffing model for participants using the new waiver

and prepare for Medicaid billing in 2018

Continue to work with Project Transformation team to provide discovery services for the individuals

that are served

49

ACCESSIBILITY 2015

GOODWILL COLUMBUS’ VISION:

All individuals with disabilities and other barriers are embraced as valued and dignified members of our

community.

GOODWILL COLUMBUS’ MISSION:

Transforming the lives of individuals with disabilities and other barriers through pathways to independence

and the power of work.

ACCESSIBILITY WORKING COMMITTEE:

COMMITMENT TO ACCESSIBILITY:

Goodwill Columbus is committed to providing a barrier-free environment for individuals served, guests,

and its employees. Barriers were identified by various means throughout the year with the most common

being: surveys, conversations, observations, meetings (advisory councils, customer meetings) and field

trends. The committee was scheduled to meet quarterly in 2014 (March, June and December) to discuss

the potential barriers and identify ways to achieve a barrier-free environment.

Member Department Representative

Mary Vail Chairperson, Mission Services

Ben Warren Talent Management/Human Resources

Scott Divens Workforce Development

Amy Ogden Compliance & Adult Day Services

Matt Akers Risk Management

Vivian Reyna Retail

50

BARRIERS NOTED IN 2015 (INCLUDING FOLLOW-UP):

Architectural / Physical

Barrier Identified Follow – up Notes/Status

Reviewed some areas of opportunity in

the stores, including doors opening, items

on high shelves. Changed door openings

from 10 lb. to 4 lb. Reorganizing mer-

chandise to be accessible to all customers.

Reorganize production areas to be more

accessible and safe.

Completed 2014

Soap dispensers are not accessible Will be evaluated in

2016

Need for signage in rear building that cus-

tomers need to park in front of building.

Sidewalk on south side of building are not

safe for people to navigate. Not clear

whether it can be changed.

Will be evaluated in 1st

quarter 2016

Attitudinal


No barriers identified in 2015 and no

pending barriers from previous year.

N/A N/A

Communication


Email not available to all staff as a way

to communicate (2010)

On-going barrier

Lack of intranet access for all employ-

ees—potential barrier to communication

(2010)

On-going barrier

Community Integration


No sidewalks on 3rd Avenue to access

Goodwill Main building

On-going barrier

Employment




N/A N/A

51

Environmental




N/A N/A

Financial




N/A N/A

Technology




N/A N/A

Transportation


Access to public transportation for all

people is a barrier for people with disabil-

ities.

Discussions with FCBDD regarding trans-

portation for people with DD.

Discussions on-

going.

52

CULTURAL COMPETENCY 2015

CULTURAL COMPETENCY COMMITTEE:

COMMITMENT TO CULTURAL COMPETENCY:

Goodwill Columbus does not discriminate on the basis of culture, age, gender, sexual orientation, spiritual

beliefs, socioeconomic status and language in admission or access to, or treatment in, its programs, activities,

or employment or in the role of other stakeholders. It is a belief of Goodwill Columbus that understanding

and responding to the variable facets of diversity of their stakeholders is an indispensable feature to providing

respectful and person-specific services. It is the responsibility of all employees of Goodwill Columbus to

deliver services in a manner that creates an atmosphere of comfort, trust, and familiarity, and partake in the

ongoing learning process that fosters inclusion, tolerance and respect for diversity in all forms. This is an

operational responsibility that permeates the daily operation of all programs and services and is illustrated in

the policy and procedures of Goodwill Columbus.

PURPOSE: To create a culturally competent personnel who addresses the needs of the individuals served by

delivering services in a manner that creates an atmosphere of comfort, trust and familiarity.

PERSONNEL AFFECTED: All new employees, employees providing services to other individuals through

Goodwill programs or supervising another employee.

RESPONSIBILITY: It is the responsibility of all employees of Goodwill Columbus to deliver services in a

manner that creates an atmosphere of comfort, trust and familiarity and partake in the ongoing learning

process that fosters inclusion, tolerance and respect for diversity in all forms. As an operational

responsibility, this permeates the daily operation of all programs and services and is illustrated in the policies

and procedures.

Member Department Representative

Toski Flemister Compliance

Greg Roth Workforce Development

Ben Warren Talent Management/Human Resources

Lutrell Jolly Family Strengthening

Jamilla Jennings On-Site Residence

Alana Reich Sage Senior Services

Matthew Taliscka Compliance

Jessica Garrett Compliance

Anya Weaver Learning & Development

53

PROCEDURES: EDUCATION AND TRAINING

Data reflecting the cultural demographics of the individuals served, employed and residing in the commu-

nity at and around Goodwill Columbus will be reported in the Annual Outcomes Management Report.

All Goodwill Employees (beginning February, 2015), will receive Cultural Competency training as part

of the Goodwill orientation training provided on their first day of employment.

Annually, all Goodwill Employees providing services to consumers will be expected to complete one

hour of cultural competency training. Employees providing services to individuals at Goodwill Columbus

will be expected to complete their hour of training on a population heavily served in their specific depart-

ment as reflected in the report provided in the Annual Outcomes Management Report. These will be

tracked and reported per department.

Goodwill Employees not providing services but, supervising other Goodwill employees will be required

to attend one hour of cultural competency training. These will be tracked and reported per the Human

Resources department.

2015 GOALS

GOAL OUTCOME COMPLETED

BY:

EXPLANATION

New Hire Orientation Cultural Com-

petency Training

Redevelop New Hire Orientation to

include more information for working

with and alongside people with disabil-

ities and other barriers to promote an

inclusive environment by Q1, 2015.

(Carryover goal from 2014)

Learning and Development Man-

ager and Staff Development and

Intake Coordinator partner to

recreate Cultural Competency

section of New Hire Orientation

New Hire Orienta-

tion starts 2/2/2015

Learning and Development

Manager hired in September

2014. Content available

1/8/2015, New Hire Orienta-

tion redesign scheduled for

2/2/2015.

Develop Cultural Competency

Manager Training

Develop training for all supervisors

based on managerial experiences and

cultural competency topics Q1, 2015.

(Carryover goal from 2014)

Learning and Development Man-

ager and Staff Development and

Intake Coordinator partner to

recreate Cultural Competency

section of Supervisor Develop-

ment Certification.

Pilot completed

12/9/2014

Rollout scheduled:

Quarter 1, 2015

Learning and Development

Manager hired in September

2014. Pilot completed

12/9/2014, Supervisor Devel-

opment Certification rollout

began 3/18/15.

Departmental Specific Training

Staff providing services in SL, WFD

and ADS programs will receive train-

ing specific to cultural population in

program.

Training is tracked per depart-

ment.

Training complet-

ed by December

2015.

Goal complete

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