Miami Cerebral PalsyResidential Services, Inc.

BEST PRACTICES

Presented by: Camille Tapper, Administrator

Who Are We?

� MCPRS is a private, non-profit organization affiliated with UCP of South Florida�We opened in 1984 as a result of the statewide plan of

phasing out large institutions.� In 1997 we opened our first six-bed group home under

the Home & Community Based Services Waiver Program.� MCPRS provides comprehensive programmatic and

health care services and supports for community inclusion to each individual.

Recruitment and Retention Challenges

� Miami considered a “Gateway” with a high number of immigrants

� Immigrants biggest pool of applicants

� Majority of staff from Latin countries, with the second biggest group from Haiti

� English second language� Low educational background

for majority.

� Low income� Literacy – poor reading and

writing skills� Cultural issues� State of Florida funding

issues� Florida ranks 49th in

education and funding for people with developmental disabilities.

� Wages were not competitive � High turnover rate

Forced to Make Changes to Recruit & Retain Staff, Best Practices were implemented� Contracted with Talent Keepers in 2003 www.Talentkeepers.com.

� Training with ten modules defining the knowledge, skills and abilities leaders need to keep talented people. � Building Talent� Respecting Talent and � Treasuring Talent.

� The goal was to develop competent managers to retain staff. � Found the National Alliance of Direct Support Professionals

(NADSP)(www.nadsp.org) and the College of Direct Support –- a web based learning management system (www.collegeofdirectsupport.com)

� The NADSP works to strengthen the direct support workforce by improving status, education, career pathways, pay, consumer relations and credentialing.

Adopted NADSP principles in baby steps� Purchased NADSP Materials to advertise and provide a general

overview of the DSP role to applicants. After reviewing RJP video if interested in working as a DSP, then application given.

� Adopted NADSP Code of Ethics� Changed title from Personal Care Instructor to Direct Support

Professional to align with the NADSP and to professionalize the position.

� Conducted formal training on applying the Code of Ethics for supervisors and DSPs.

� Furnished laminated cards for each DSP to carry.� Each employee signed a Code of Ethics Commitment for personal file.

Now completed at hire.� Incorporated Code of Ethics to job descriptions and employee

handbook; facilitates disciplinary action, no longer black and white.

NADSP Credentialing and Training� NADSP offers a three-tiered program of professional credentialing –

Registered, Certified and Specialist. � To be credentialed, DSPs need to complete an approved training

program. We implemented the College of Direct Support, an onlinecompetency-based training consisting of over 100 lessons for direct care staff and 17 lessons in the College for Frontline Supervision

� MCPRS started by mandating that all management staff complete the College of Frontline Supervision

� Modules were done independently, but monthly as a leadership group we reviewed and completed OJT activities.

� Once leadership completed modules, a direct support professionalvolunteer group was formed and assigned CDS lessons. They were given the task of identifying best way to approach with all DSPs.

Challenges Identified by Volunteer DSPs� Literacy problems� Computer literacy� Language� Access to computer� Time to complete lessons

Strategies to Overcome Challenges

� Our multi-lingual leadership team supported employees whose language was a barrier.

� CDS facilitates visual & auditory learning; DSPs select what worked best for them.

� Volunteers trained their peers and developed a schedule to promote peer support.

� Supervisors and the MIS department provided training during work time to DSPs who had no computer knowledge.

� Computers were provided to each home and in the ADT to promote access.

� Supervisors developed flexible schedules so staff could completecomputer training during work hours.

� Monthly staff meetings were used to conduct OJT activities and support transfer of lessons on the job.

� NADSP benchmarks were incorporated into DSP job descriptions.� Pre-service orientations were revamped to incorporate CDS, NADSP, &

Therap content.

Additional Strategies

� MCP mandated all DSPs to register with NADSP and offered a bonus once obtained.� Due to literacy and language barriers, MCP provided

training for writing the letter of commitment and completing the application.� MCP materials are offered in English, Spanish and

Creole to support learning.� MCP incorporated completion of CDS in monthly and

annual reviews with supervisor to track and support staff progress� Staff accomplishments are celebrated agency wide

Results� Promoting an environment of learning decreased fear of

technology.� After meeting NADSP guidelines for registration and MCPRS

requirements, employees became registered with NADSP. We have 86 employees registered and more working towards credentialing.

� With the credentialing process, MCP has provided a foundation for succession within the organization and has established a career ladder for direct support professionals.

� In February 2008, we received the Top 125 award by Training Magazine for training and development initiatives including using CDS, developing flexible staff schedules, promoting improved skills, acquisition of additional computers, etc.

� 2008 Moving Mountains Award presented at the Reinventing Quality conference

Lessons Learned� Because Miami is a Gateway for people from other countries, we

embrace and benefit from the people who come to our country seeking a better way of life.

� The workforce is now being developed through technology and a systematic educational approach.

� Instead of turning away applicants because of language barriers,literacy, etc., we use tools to support and develop talents.

� We hire professionals from other countries (MD’s, nurses, teachers, therapists) despite language barriers, through flexibility and technology. These employees have an opportunity to grow, and webenefit from their expertise and talent.

� Technology promotes communication and consistency. Use of CDS, Therap and Microsoft Outlook has increased productivity, efficiency and quality.

� It is not an easy process, it requires constant evaluation, and it is a long term process. Can’t give up!

Where is MCPRS Now?� Funding is always a threat, and with the pending issues in the State of

Florida we will be forced to evaluate how we continue to operate.� We are evaluating implementing variable pay whereby employees will

be compensated based on their credentials.� We continue to refine our strategies in supporting DSPs in the

credentialing process.� We are expanding the use of CDS Modules with DSPs and supervisors,

nurses, environmental department, therapists and HR.� We review and change of existing materials to ensure consistency with

CDS and NADSP verbiage.� We link current policies with CDS for access and relevancy for staff.� Our vision is to combine the strengths of Therap and CDS to meet our

needs.� We work with local universities to develop contracts for degree

acquisition through independent study.

For More Information

Elizabeth Daz, Director of TrainingMiami Cerebral Palsy Residential Services, Inc., 2200 NW 107th Ave, Miami, FL 33172; phone (305) 599-0899; e-mail elizabeth.daz@ucpsouthflorida.org