DVR Training October / November, 2016

Wausau

Supervision Tools

Bob Meyer-UW Madison

Supervision Tools - Outline • Client and strength based supervision of job developers/employment specialists • Data driven supervision • Supervisory Components • Field mentoring to achieve mastery • Quality improvement plans

Hiring employment specialists Kathleen Enders-DWD

Client Centered, Strength Based Supervision

• Not a run down/justification of caseload activities. • Planned, prepared use of time; not a calendar review. • NOT a time for staff to “decompress”/”blow off steam”

• Focus on solutions, based on consumers strengths. • Everyone participates. • What does this look like?

Strength-based treatment

1. The focus is on individual strengths rather than pathology. 2. The case manager-client relationship is primary and essential. 3. Intervention are based on client-self determination. 4. The community is viewed as an oasis of resources, not as an obstacle. 5. Aggressive outreach is the preferred mode of intervention. 6. People suffering from severe mental illness can continue to learn, grow and change. • Charles Rapp: Theory, Principles and Methods of the Strengths Model of Case Management. In.: Harris M. and Bergman

H.C. Case Management for Mentally Ill Patients. Harwood Academic Publishers, 1993

Video link: Group based supervision

• https://www.youtube.com/watch?v=aFh5LE0gI4U

Data Driven Supervision

• Determine what data is important to providing client-centered, community based services.

• Rapid engagement (meet with specialist within 7 days of referrral - median) • Rapid job search (meet with or on behalf of consumer within 30 days of first

meeting). • Current goals (DVR PO’s, deadlines, etc.) • Job development contacts per week (6 SOLID contacts) • Applications, interviews, job offers, wages, tenure, etc.

• Put the data in a spreadsheet, and use it!

Hints for collecting data:

1. Have clear definitions

2. Keep it simple

3. Use consistent terms/measurement for external reports

4. Collect data that promotes quality improvement

Supervisor Spreadsheet La

st N

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Clie

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irst N

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Empl

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Case

man

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1st m

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ith E

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1st F2F Empl Contact

Days Between 1st ES Mtg & 1st Empl

F2F

# M

onth

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IPS

Stat

us

Num

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f job

s sin

ce p

rogr

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entr

y

Ope

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ith V

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VR c

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xxx William Mark Rachael 11/30/12 1/15/13 46 47.43 School 0 2/14/13 John

xxx Patrice Mark Sue 7/6/13 8/2/13 27 40.17 School/seeking 0 9/21/13 Claire

xxx John Mark Christine 5/15/12 6/30/12 46 54.07 Seeking work 1 no

xxx Anna Jamal Ron 2/9/13 2/28/13 19 45.07 Seeking work 0 4/1/13 Claire

xxx Joe Jamal Jacinto 4/3/13 4/30/13 27 43.30 Seeking work 1 4/28/14 John

xxx Pat Jamal Jacinto 8/7/13 9/8/13 32 39.10 Seeking work 0 10/1/13 Claire

xxx Eric Jamal Matt 3/15/13 4/2/13 18 43.93 Working 1 4/16/13 Claire

xxx Adam Jamal Ron 6/17/13 6/25/13 8 40.80 Seeking work 0 8/2/13 John

Supervisor Role (IPS specs for example)

• One FTE supervisor for no more than 10 employment specialists.* • Can be pro-rated.

• Supervisor conducts weekly supervision. • Supervisor communicates with teams (MH, LTC, DVR, School) to problem

solve and ensure integration. • Supervisor accompanies new, or those who are struggling with

engagement or job development, in the field monthly. (Observe, model, give feedback)

• Supervisor reviews consumer outcomes and helps to set goals. • Supervisor reviews employment specialist outcomes and data helps to set

goals. *Best practice.

Field Mentoring

• Purpose is real-world observation and assistance. • Mastery of concepts critical to consumer success:

• Job development/systematic employer contacts • Follow up contacts around application process • Successful placements (“good fit”)

• Supervision Video from IPS WORKS

Field Mentoring Checklists

What skill was the focus of field mentoring? (For job development, see Field Mentoring Checklist for Job Development) Engaging clients Facilitating family meetings Education supports Conducting the career profile/developing the employment plan Providing job supports

Other: _______________________________ Strengths observed:

Quarterly Improvement Plans

• SMART objectives • Specific, Measureable, Achievable, Relevant, Timely

• Use simple indicators to indicate whether the objective was met, don’t get

into the weeds of “why not”

• Come up with realistic plans for improvement.

• Some people are really great basketball players, we might be playing hockey.

Wrap up

• Questions?

• Comments?