Family-Managed Supports

Transcription

Family-Managed Supports
A Guide for Families Hiring and Managing Staff
How this Guide was Developed
Family-Managed Supports: A Guide for Families Hiring and
Managing Staff was developed in collaboration by the Northeast
Alberta, Edmonton and Calgary Region Community Boards for
Persons with Developmental Disabilities (PDD), with assistance
from the Alberta Association for Community Living. Individuals
and families shared their experiences so other families could
make informed decisions about Family-Managed Supports and
Private Hire arrangements.
Acknowledgements
The contributions of the Alberta Association for Community
Living as well as the individuals and families who generously
shared their stories, experience and advice are gratefully
acknowledged.
© 2006 Northeast Alberta Community Board for Persons with Developmental
Disabilities, Edmonton Community Board for Persons with Developmental
Disabilities, Calgary Region Community Board for Persons with
Developmental Disabilities. Any production of this document in whole or in
part requires consent of the copyright holder. For more information, contact
the Northeast Alberta Community Board for Persons with Developmental
Disabilities at 1-866-PDD-NEAB (733-6322).
Family-Managed Supports - A Guide for Families Hiring and Managing Staff
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Contents
About this Guide. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Part 1. About Family-Managed Supports
The Funding Process . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Are Family-Managed Supports for You? . . . . . . . . . . 10
Stories About Family-Managed Supports . . . . . . . . . 11
Part 2. Family-Managed Supports – Decision
Benefits of Family-Managed Supports . . . . . . . . . . . 18
Responsibilities of Family-Managed Supports . . . . . 20
Part 3. Planning Supports for Your Family Member
Individual Service Planning . . . . . . . . . . . . . . . . . . . . 24
Person-Centered Planning. . . . . . . . . . . . . . . . . . . . . 26
Areas of Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
Part 4. Your Role and Responsibilities as an Employer
Finding the “Right” Staff . . . . . . . . . . . . . . . . . . . . . 34
Recruiting and Interviewing Potential Employees . . 38
Being the “Right” Employer . . . . . . . . . . . . . . . . . . . 40
Accounting Responsibilities . . . . . . . . . . . . . . . . . . . 44
Part 5. Monitoring and Accountability
Monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Special Considerations. . . . . . . . . . . . . . . . . . . . . . . . 48
Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49
Risk Management . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Resources
Contact Information
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About this Guide
If you are considering hiring staff to provide supports for your
family member with a developmental disability, then this
resource is for you. Family-Managed Supports: A Guide for
Families Hiring and Managing Staff provides an overview of the
possibilities, as well as the responsibilities, associated with this
funding option.
Family-Managed Supports—also known as Private Hire
arrangements—are becoming increasingly popular among
families of adults with developmental disabilities. This funding
option involves hiring staff directly and overseeing the supports,
rather than obtaining supports through an approved service
provider or a government-operated facility.
Family-Managed Supports are a means to ensure that individuals
with developmental disabilities and their family have more
choice in the way their family member with a developmental
disability receives the supports required to be included in the
community and to participate as a full citizen. While most
Family-Managed Supports are arranged and directed by family
members, the individual with a developmental disability, a
friend or someone else close to them may also fulfil this role.
The Family-Managed Supports manual explains what this
funding option involves, and discusses how you can hire and
manage staff to provide the support your family member needs.
It provides information about your role and responsibilities as an
employer, and discusses matters such as monitoring,
accountability and risk management. Working through this
manual will give you a good understanding of what FamilyManaged Supports involve, and help you decide if this is an
appropriate option for you and your family.
The Provincial and Regional Community Boards for Persons with
Developmental Disabilities (PDD) in Alberta are pleased to
provide this option. PDD encourages the development of
innovative and creative support options, typically designed by
families, which focus on the community inclusion of their adult
family member with a developmental disability, and promote
positive family relationships.
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For families who select this option, PDD will provide guidance,
assistance and support to make this choice successful. This
resource is part of a suite of printed and online resources that
PDD provides. (See the Resources section at the end of this
manual for other useful resources.) In particular, if you are
considering Family-Managed Supports, you should be familiar
with the information provided in the following resources:
• Understanding Your Funding Options
• Person-Centered Planning: A Guide for Families of
Individuals with Developmental Disabilities
For more detailed information on Family-Managed Supports,
contact your community’s PDD office. The Alberta Association
for Community Living (AACL) Family Voices Network is another
valuable source of information and advice. The Family Voices
Network can put you in contact with other families who have
hired and managed their own staff. Contact information is
provided at the end of this manual.
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Part 1.
About Family-Managed Supports
Family-Managed Supports: A Guide for Families Hiring and Managing Staff
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Part 1. About Family-Managed Supports
Family-Managed Supports is an arrangement where funding is
provided to the family—a parent, sibling, guardian or other
person close to the individual with a developmental disability.
They, in turn, hire staff and oversee the supports for their family
member with a developmental disability. Funding may also be
provided to individuals directly to manage their own supports.
Family-Managed Supports include a range of possibilities. They
can include arrangements such as
While the
possibilities that
Family-Managed
Supports offer
are extensive,
they may vary
due to regional
differences and
budgetary
realities. Your
local PDD
Coordinator can
tell you about
any limitations
you may face in
your area.
• brief respite care (e.g., hiring staff while the family has an
evening out, a weekend away or goes on vacation),
• hiring staff so the family member can find and maintain a
job in the community,
• hiring staff to provide a comprehensive array of supports.
Family-Managed Supports may be provided in the family home,
in another family’s home or in the individual’s own home.
Family-Managed Supports can be provided in addition to
agency-delivered services.
Supports may include a variety of services, such as assistance with
personal care; community involvement; and help with household
duties, such as menu planning and grocery shopping, so the
individual can live independently. Family-Managed Supports
may be used to increase community participation and help with
employment. Some families even employ several staff to meet
their family member’s needs. There are many types of
arrangements for Family-Managed Supports. They are as unique
as the individuals for whom they are developed.
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Self-Managed Supports
More and more often, individuals with developmental
disabilities are managing their own supports. In these
circumstances, the individual receives funding directly, and hires
and directs staff to provide services in various ways. For more
information on Self-Managed Supports, contact your local PDD
office.
The Funding Process
When a person is over 18 years of age and meets certain
eligibility criteria, funds are available from the local Community
Board for Persons with Developmental Disabilities (PDD) for
supports and services in areas such as independent living,
employment and community involvement. PDD funds supports
and services that individuals with developmental disabilities
need to live, work and participate in community life. The process
for receiving funding is described below.
1. If you are new to PDD, the first step is to determine
Eligibility. To find out if someone is eligible, contact a
local PDD Coordinator. (Contact information is located at
the end of this guide.)
2. The second step is optional, but recommended. It involves
developing a Person-Centered Plan—a long-term plan
(usually three to five years in duration) that focuses on
the individual with developmental disabilities, their vision
of the life they want, and how to support them to have
an inclusive life in the community.
3. The third step is to obtain PDD approval and funding for
supports. This step requires the development of an
Individual Service Plan—a short-term plan (up to one
year), which sets out the services required over that
period and their costs. PDD needs to approve the funding
option and will negotiate the amount of funding
required to provide the desired supports and services.
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Are Family-Managed Supports for You?
Family-Managed Supports require commitment, time and
resources. To see if this might be a good option for you and your
family, consider the questions below.
Do you have . . .
__ a good understanding of the type and amount of support
your family member needs?
__ time to hire and, if necessary, train staff?
__ time to direct staff in day-to-day activities?
__ time to oversee the work to ensure that high-quality,
effective supports are being provided?
__ the ability and time to take care of financial responsibilities
like accounting and payroll, or contract someone who can
do these for you?
These responsibilities and others are discussed in more detail in
the next part of this guide, “Making the Decision to Choose
Family-Managed Supports.”
For families who choose Family-Managed Supports, PDD will
provide guidance, assistance and support to make this choice
successful. In some areas, service providers are available to take
care of the accounting and payroll responsibilities associated
with this arrangement.
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Stories About Family-Managed Supports
Family-Managed Supports use a variety of ways to provide
support to the family member with a developmental disability.
Flexibility is key. Here are some examples:
(Note: In some instances, names and details have been changed
to protect the confidentiality of the family.)
The Forrest Family
– Family-Managed Supports in an Urban Setting
The Forrest family hired staff to provide supports to their son
Jonathan when he moved to his own apartment shortly after
high school graduation. The family was fully involved in the
initial planning for this arrangement. Jonathan participated
throughout the process, determining what his goals were and
what support he needed to achieve them.
The Forrests advertised for someone to help with household
chores, shopping and menu planning, as well as to drive
Jonathan to and from his workplace—a total of four hours a
day. Jonathan had a say in the final hiring decision. He chose
Jason, a young man in his early twenties, who shared many
interests with him and who had previously worked in the high
school as an aide.
Originally, the Forrests received funding from PDD for 20 hours
of support per week, as well as funds for staff training and
administration. Eventually, they decided to turn the
administration of funds over to an agency, but retained the
other responsibilities. The arrangement has now been in place
for over a year and is working well.
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The Robichaud Family
– Family-Managed Supports in a Rural Setting
The Robichaud family lives in a small town in rural Alberta.
Although there is a service agency in the local community, they
have elected to use a Private Hire arrangement to provide
supports for their daughter Christina. They currently employ two
staff. One assists with daily activities and facilitates Christina’s
participation in community life. Another works as a job coach,
assisting with her work at the second-hand store operated by
the local service agency. (Even though Christina receives no paid
supports from the agency, she works in the store and is paid
minimum wage.)
Together, the arrangement works well. The family uses a
financial management service to take care of the payroll
responsibilities. Their daughter is involved in planning and
managing the supports she receives and is happy with the
arrangement. They all meet monthly to review the situation and
make sure things are going smoothly.
The Desjardins Family
– Family-Managed Supports for Life-long Learning
The Desjardins family is well known in the Northeast community
and their story is detailed on the web site, NorthEast Community
Online (www.ne-community.com).
The Desjardins family uses a combination of agency-provided
services and Family-Managed Supports for their son Daniel. A
local service agency assists with household tasks, menu planning
and grocery shopping, so Daniel can live on his own in the
basement suite where he’s resided for the past two years.
Daniel is a life-long learner. Since he completed the Police and
Security Program at Grant MacEwan College a few years ago,
he’s been taking courses regularly for personal interest and
development. This year he decided to tackle a course at
Athabasca University, “The Psychology of Criminal Behaviour.”
Taking a course by distance education, using a printed course
package as well as the Internet, allows him to work at his own
pace, when and where he wants.
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To help Daniel succeed in his studies, the Desjardins hired
Shauna Burke, a graduate student in the Masters of Distance
Education program at Athabasca University and a part-time
substitute teacher, who lives in their community. Shauna is well
acquainted with distance education and meets with Daniel each
week for a few hours. Between meetings, she spends time
preparing materials so Daniel can learn more easily and shows
him how to use assistive technology—a reading program that
speaks what is on the computer screen. Daniel has been making
great progress and recently was proud to pass his first test the
first time—and he did it all on the computer while sitting in his
living room!
Donna, Daniel’s mother, says this about Family-Managed
Supports:
“One of the great things about Family-Managed Supports
is that we have choices in the selection of our son’s service
providers. As well, it allows Daniel to feel very much in
control of his own destiny, and affords him the
opportunity to participate in his community as he wishes.
Certainly, Daniel would not have had the opportunity to
continue studying and learning, if it had not been for
Family-Managed Supports.”
The Rovai Family
– Family-Managed Supports in Transition
Sharon Rovai and her daughter Allison live on a small farm in
Northeast Alberta. Sharon is a single parent. She spends her
time caring for Allison, who is in her mid-20s, and operating the
farm where she raises and trains horses. Allison has many
challenges. She is in a wheelchair and requires feeding and daily
care to maintain her health.
Every weekend, Allison goes to stay at Karen’s house. Karen has
provided respite care for the family since Allison was a child. For
the past several years, the Rovai family has received PDD
funding to pay for this respite care in a Family-Managed
Supports arrangement.
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Recently, Sharon spoke with the Coordinator at the local PDD
office, because she has been thinking about selling the farm and
moving to the city to finish her university degree. They decided
that the best arrangement for Allison might be to have her move
to a Supported Home, where she would live with another family.
(This is an option that families sometimes choose in a FamilyManaged Supports arrangement.) Allison would live there on
the weekdays and stay with Karen two weekends a month. She
would stay with her mother on the other weekends, and there
would be plenty of visiting as well. As this is a significant change
for Allison, a transition plan is being put into place. Clearly the
Family-Managed Supports arrangement is providing the Rovais
with options and flexibility to meet their changing needs.
The Johnston Family
– “Strangers in the Home”
When Rosanne Johnston attended a session titled “Strangers in
the Home” at the AACL Family Conference, she could definitely
identify. For many years, her family had shared their home with
a number of workers who provided supports to her son
Matthew, now 21. They currently have three staff. They employ
a core staff person John, plus two relief staff through a Private
Hire arrangement. Rosanne is very involved in managing all
three staff, and takes care of the payroll and accounting
responsibilities herself.
The support Matthew receives is helping him work toward his
vision—which his mother describes, with obvious pride, as “a
place of his own, a girl friend, a dog and a cell phone.” She
admits, “My goals are more serious; I want him to learn to read.”
In support of this vision, John provides weekday support to
Matthew, arriving at 8 o’clock each morning and leaving when
Rosanne returns home from work. John has a variety of duties.
He assists Matthew with household chores, such as bed making,
cleaning his room and doing his own laundry. He helps Matthew
with banking and budgeting. These skills are needed to live
independently, and Matthew is avidly working to take on more
and more responsibility so he can live on his own in the near
future.
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Having a job is also important. Matthew has worked steadily for
three years at a local grocery store—a job that resulted from a
work experience placement in high school. Three days a week,
John drives Matthew to the store, and provides on-the-job help
as needed. In addition, on Monday and Wednesday afternoons,
John accompanies Matthew to a class at the Literacy Centre
where he’s improving his reading skills. Rosanne is encouraged
by the progress her son is making in pursuit of this goal.
In spite of all the benefits that having in-home support provides,
there’s a downside as well. “Feeling comfortable in your own
home can be a challenge when there are staff around. It can feel
intrusive.” Rosanne admits, “Things like relaxing in a dressing
gown are out of the question. You feel you always need to be
on your best behaviour.” She adds, “But even though it may
have some drawbacks at times, the benefits of Family-Managed
Supports are many and the arrangement is certainly well
worthwhile in terms of the high quality support my son
receives.”
The Small Family
– Family-Managed Supports and Entrepreneurship
The next time you’re in High River drop by the “Sheena’s Sweets
and Such” candy store and meet Sheena Small, a local
entrepreneur. This 18-year old dynamo is living her dream of
owning a business and having a candy store—something she has
wanted since the age of six. “We always told our children to
follow their dreams,” explains her mother, Orvella, clearly proud
of her daughter’s success. She adds, “We have always wanted
her to be part of the community and have opportunities just like
anyone.”
And they have certainly succeeded. During high school, Sheena
developed a business plan and, through the assistance of a
Young Entrepreneurs grant from the federal government, was
able to open her store. Funding from PDD helps provide some of
the staff support Sheena needs to operate her store and to
facilitate her participation in community activities.
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Similar to the arrangement they had with Children’s Services, the
Smalls hire staff and use a Family-Managed Supports
arrangement to provide services for Sheena. To assist her at the
store, they have PDD-funded support for 24 hours per week,
Monday through Saturday. For the remaining time each day,
there is a part-time store employee who helps out. “Sheena’s
support is unobtrusive,” her mother explains. “Her staff look like
any other store employee.”
In addition to the 24 hours a week for employment-related
services, PDD also provides funding for 12 hours of community
participation. With these funds, staff are hired to promote
Sheena’s involvement in the community. As the Smalls live on an
acreage, staff drive Sheena to town and accompany her to
activities such as bowling night and jazzercise classes, shopping,
banking and so on.
The next step for Sheena is a place of her own. Orvella explains,
“Our goal is independence—for us.” And, with the start they
have, there’s no doubt they will get there soon!
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Part 2.
Family-Managed Supports – Decision
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Part 2. Family-Managed Supports – Decision
Managing supports on behalf of your family member is a major
commitment, and the decision to do so requires careful
consideration. You must weigh the benefits and the
responsibilities associated with the option, and then decide if it
is the best choice for you and your family.
Benefits of Family-Managed Supports
“FamilyManaged
Supports is the
only way I can
ensure my son
gets the quality
of care I
require.”
“My son is
happier when he
has a say in
choosing the
staff that
support him.”
A major reason why families choose Family-Managed Supports is
that it lets them customize supports to fit the unique
circumstances of their family member with a disability. It also
allows the family to tailor services so that they sustain or
enhance the role of family in the individual’s life. For example,
families may wish to remain the primary care provider for their
family member, and hire staff to provide additional help when
only one parent is home or they are away at work.
Some families feel it is critical to have a primary role in directing
the supports and services their family member requires. For
them, the Family-Managed Supports option is the only way to
ensure the supports fit both the needs of the individual and of
the family as a whole. Other families feel that caring for their
family member is their responsibility, and are unwilling to
delegate this responsibility to others. Hiring their own staff is a
way to fulfil that responsibility.
Some families choose Family-Managed Supports because they
feel they don’t have enough involvement in the planning and
monitoring of agency-delivered services. The Family-Managed
Supports option guarantees them a direct say in their family
member’s supports.
Sometimes, there is no approved service provider agency in the
area. This is the case for families who live in remote areas of the
province. For them, hiring staff to provide services and supports
to their family member is the only option.
Finally, the Family-Managed Supports option provides the
opportunity for individuals with a developmental disability to
have more say in and control over their supports.
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One parent listed the following benefits of their FamilyManaged Supports arrangement:
• Families can choose and have an influence over the
workers who are with their family members—this offers
me a great deal of reassurance that my son is getting what
we would like.
• [With Family-Managed Supports] my son can do things he
enjoys, not necessarily what a set program requires him to
do.
• [Family-Managed Supports] allow my son to participate in
the community as any other community member.
Questions to Consider
Why are you considering using Family-Managed Supports?
What are you hoping to gain by making this choice?
“With FamilyManaged
Supports, I can
choose the
person I want to
care for my
daughter.”
“We have had
the same worker
for 16 years,
providing 7-houra-day support.”
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Responsibilities of Family-Managed Supports
The responsibilities of Family-Managed Supports are twofold.
First, they involve the responsibilities of being an employer.
Second, they involve responsibilities associated with planning
and monitoring services.
If you choose to use Family-Managed Supports, here are some of
the responsibilities you will need to fulfil.
• You must have a good understanding of the type and
amount of support your family member requires.
• You must plan adequately, particularly if your family
member requires a great deal or a variety of different
kinds of support. Person-Centered Planning is
recommended, in which a vision, as well as goals and
action plans, are determined.
• You must have enough time to hire and, if necessary, train
staff.
• You need to provide ongoing monitoring to ensure that
your family member receives appropriate supports and
quality service.
• As Family-Managed Supports involve public funds, you
must meet accountability requirements. You must follow
proper accounting, invoicing and payroll procedures.
Note: Many families use the services of an accounting firm
or service provider to take care of the “financial end” of
Family-Managed Supports. PDD funds are available to
help with these services. Some regions have specialized
contracts with agencies to provide this type of assistance.
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In Family-Managed Supports arrangements, responsibilities are
shared between the family and PDD. The relation between
these responsibilities is discussed below.
Family and Individual
PDD Coordinator
• Determine needs
• Develop plans
• Meet obligations as an
employer
• Recruit staff
• Hire staff
• Supervise staff
• Address training needs
• Ensure labour
standards are met
• Meet financial
obligations
• Determine payment
options and periods
• Invoice PDD
• Help family define
needs
• Assist with
development of
Individual Service Plan
• Ensure invoices are
paid according to the
• Monitor the program
goals identified in the
The responsibilities of Family-Managed Supports are discussed in
more detail in the remaining sections of this manual.
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How comfortable are you with the various areas of responsibility
associated with Family-Managed Supports? Are there any areas
in which you may need assistance? Are there areas you may
consider delegating? Note these in the space provided below.
Remember, you are not alone. If you decide to use FamilyManaged Supports, PDD will provide guidance, assistance and
support to make your choice successful. Some regions have
developed mentorship opportunities with other families who
are successfully managing supports this way. Assistance is also
available from the Alberta Association for Community Living Family Voices Network. See the Contact Information provided at
the end of this manual for this and other regional resources.
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Part 3.
Planning Supports for Your
Family Member
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Part 3. Planning Supports for Your Family Member
Planning is an important part of a successful Family-Managed
Supports arrangement. Planning involves considering your
family member’s current situation, future goals, the steps
toward these goals, and the activities and support required to
make these goals a reality. It also requires planning to get what
works best for your unique family situation.
Individual Service Planning
To determine the appropriate amount and type of support for
your family member, PDD needs to understand what you hope to
accomplish through the use of the funding.
• What is your family member’s vision for the future?
• Where would they like to be in the next three to five
years?
• What would they like to be doing?
• What do they hope to accomplish in the near future?
• What goals should your family member meet to help make
this happen?
These goals help determine the services required and set the
stage for planning.
Your PDD Coordinator can help you clarify your vision and work
out the types and costs of the required supports and services.
Generally, planning addresses six life areas. (These are discussed
in more detail later in this section.)
1. relationships
2. personal growth and empowerment
3. community inclusion and membership
4. health and well-being
5. employment
6. home
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Depending on your family member’s particular needs, goals are
set in as many of the life areas as apply. Then services are
specified—these are the supports your family member requires
in order to meet these goals. Finally costs are determined.
This information takes the form of an Individual Service Plan.
The Individual Service Plan identifies the supports and services
your family member requires, the costs of providing these
supports and services, and the goals or outcomes to be achieved
through the supports and services. The information in the
Individual Service Plan is also used to monitor and evaluate the
services your family member receives.
Monitoring and evaluation will vary based on the amount of
funding and complexity of supports involved, as well as your
own preferences and need for assistance and contact. Examples
of monitoring and evaluation activities include annual written
reports, phone calls and meetings with your PDD Coordinator.
This contact ensures that supports and services are working well,
reviews progress toward achieving the goals that have been set,
and determines if any changes are required.
It is possible to make changes throughout the year if some
component of the Individual Service Plan does not work
effectively. Your arrangement with PDD is flexible to ensure that
individual family needs are met.
Your local PDD Coordinator can provide advice on ways to
meet your family member’s needs, and help you identify
the types of services and supports required as well as the
costs of these supports.
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Person-Centered Planning
Basically, planning is something that everyone does. It is certainly
not unique to families of individuals with a developmental
disability. All families plan in various ways, both formally and
informally. Making plans for a special event, like a wedding or
family reunion, or even planning a vacation or what to do next
weekend, is something most families do. With planning, things
are more likely to happen and go well.
A planning approach called Person-Centered Planning is
particularly useful for individuals with developmental
disabilities. As its name suggests, Person-Centered Planning
focuses on the individual. Services and supports are tailored to
help them achieve their personal goals. Planning takes a longerterm perspective, exploring how the individual, family,
community and funded supports work together to achieve the
individual’s goals.
Person-Centered Planning is a process used to create a plan that
includes a personal vision for your family member and the means
to make that vision a reality.
Person-Centered Planning may be a formal or informal process
involving friends and family. Some families use a facilitator to
assist with the process. Others are comfortable working through
the process on their own using a resource, such as the
multimedia resource Person-Centered Planning: A Guide for
Families of Individuals with Developmental Disabilities. (See
Resources section at the end of this manual.) Your local PDD
Coordinator can help you access these and other resources, and
assist with planning services and supports for your family
member.
Check with your local PDD Coordinator or the Alberta
Association for Community Living for sources of professional
support for Person-Centered Planning. Watch for notices about
Person-Centered
Planning
workshops
or
conference
presentations that provide families with knowledge and skills in
this area.
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Although Person-Centered Planning is optional, it is well worth
the effort. It is recommended that a Person-Centered Plan be
developed with your family member, particularly when they
require a large amount of PDD funding or a variety of services.
Thorough and comprehensive planning helps ensure that your
family member is included in the community and participates as
a full citizen.
Areas of Planning
To assist with planning and setting goals, six life areas have been
identified that are part of having a “good life.” As you review
each of the following areas, consider your family member’s
current situation, any proposed changes, and whether services
or supports are required in that area. Does your family member
have aspirations for a better future? What are these and how
might they be realized?
Although not all areas may apply for your family member,
consider each as you develop a comprehensive plan outlining
their goals and the services and supports they require to achieve
them.
Relationships
One of the most important life areas for individuals with
developmental disabilities is the nature of the relationships in
their life. Family and friends are important for helping to create
a sense of belonging and value. They also provide access to a
range of natural supports.
When planning with your family member, consider the kind and
variety of relationships they have, as well as the quality of these
relationships.
• Are these relationships reciprocal (is there give and take)?
• How much time does your family member spend with
friends and in other forms of relationships?
• Does your family member have adequate support to
develop and sustain relationships?
• Is this an area where change is required?
27
Personal Growth and Empowerment
This life area considers how your family member has grown, for
example, in the responsibilities they have assumed, their
decision-making capacities and opportunities, decisions they
have made, and their personal responsibility for those decisions.
Personal growth also involves self-confidence, a positive selfidentity and sense of self-worth, as well as independence and
autonomy.
When planning with your family member, consider their current
situation. For example,
• Are they self-confident and comfortable taking on new
challenges?
• Do they have enough opportunities for personal growth
and empowerment?
• Do they wish to pursue new interests or travel?
• What kind of support, if any, is required in this area?
Community Inclusion and Membership
Relationships, personal growth and all the other dimensions of a
good life are more likely to happen when your family member is
included in community life. This life area requires more than
presence in the community—it requires membership and
participation in both formal and informal activities. It is in this
life area that the gifts and contributions of your family member
can be recognized and valued.
Planning in this area involves considering your family member’s
participation in community groups or organizations (formal and
informal). Consider questions such as the following:
• Does your family member have a sense of belonging and
connectedness to family, friends and community?
• Do they have enough opportunities to engage in
community activities?
• Do they have volunteer roles in the community?
• Do they have the opportunity to engage in a range of
cultural and leisure pursuits?
28
Health and Well-Being
This life area includes, but is not limited to, the fundamental
elements of safety, personal security and physical health. It also
includes the need for individuals with developmental disabilities
to have a place to live and the opportunity to enjoy life.
Planning in this area considers your family member’s physical
and mental health.
• How is their physical and mental health being maintained
(e.g., nutrition, regular exercise, regular health care,
counselling and emotional support)?
• Does your family member require support to have a safe
lifestyle?
• How are issues of safety and protection from abuse
addressed?
Employment
Employment is an important life area, as it ensures access to an
adequate income. This area also includes the opportunity to
continue education, to form a career identity and to secure
meaningful employment.
When planning with your family member about this area of
their life, consider questions such as the following:
• What kind of employment do they currently have or
would they like?
• How are their career aspirations being supported and
realized?
• Are there opportunities to advance and learn?
• Is your family member employed in an inclusive
workplace?
• Do they receive benefits and a competitive wage?
• Would they like to work more hours and, if so, how might
this be realized?
29
Home
Having a home contributes to a sense of security—a place from
which to step into the world and retreat from it. Home also
provides an essential means through which to express one’s
personal identity. A good home is a source of strength and
comfort.
When planning in this life area, consider questions such as the
following:
• Is your family member satisfied with their current living
situation?
• Is their home a place where they feel accepted for who
they are?
• Does their home provide a sense of comfort, safety and
security?
• If your family member is interested in home ownership,
how is this being pursued?
• If they are sharing a home or apartment, do they like their
roommates?
• Do they have a choice about with whom they are living?
• Do they have the choice to live alone?
30
How will you conduct the planning required for FamilyManaged Supports? How can you ensure your family member is
included in this planning? Are there areas in which you need
further information, clarification or assistance?
Remember, you are not alone. If you choose the FamilyManaged Supports option, PDD will provide guidance,
assistance and support to make your choice successful.
Assistance is also available from the Alberta Association for
Community Living - Family Voices Network. See the Contact
Information provided at the end of this manual.
31
32
Part 4.
Your Role and Responsibilities
as an Employer
33
Part 4. Your Role and Responsibilities as an Employer
The decision to hire your own staff is complex, because it
involves taking on a new role—the role of employer. FamilyManaged Supports comes with business or management
responsibilities. These include locating, hiring, training and
managing staff, as well as the legal obligations of being an
employer, such as working conditions, making income tax
deductions, and meeting accounting and payroll requirements.
Still, for some families, hiring their own staff is a desirable and
realistic option. As you have learned, it is often the preferred
choice of those who want a very direct say in how support is
provided to their family member. When there is no service
provider in the community, it can be the only option for families.
This section outlines the responsibilities associated with being an
employer. While at first these responsibilities may appear
overwhelming, remember that assistance is available. In
addition, some responsibilities, such as payroll or staff
recruitment, can be contracted to a service provider.
The information provided in this section is not intended to cover
all possibilities. Rather, it offers helpful suggestions and
recommendations related to your role as an employer.
Finding the “Right” Staff
Recruitment and hiring are the first steps in Family-Managed
Supports. But how do you get the “right” staff—employees who
are capable, who understand your family member, and who are
responsible, creative and pleasant to be around?
To begin, it’s good to have a predetermined idea or “profile” of
the type of staff you would like to hire. Ideally, you should
prepare a job description that contains the duties, qualifications
and responsibilities associated with the position. While this job
description may be amended as your family member’s needs
change, it provides a good starting point for choosing the right
person for the position.
34
The skills and abilities you look for in a staff person should be
determined by the needs of your family member and the
Individual Service Plan. For example, if your family member
needs support to find and maintain a job, you may want to hire
someone who has done that type of work. Or, if your family
member requires ongoing medical care, then you may be
looking for someone who has assisted others with personal care
needs.
Values and attitudes are also important, as they influence
people’s actions, choices and priorities. Identify beforehand the
values and attitudes you want to see in your staff.
Keep in mind that further education and training can influence
values and attitudes. For example, workshops or courses can
help staff broaden their perspectives or increase the range of
possibilities for enhancing community inclusion.
Educational Background
Qualifications are an important consideration. Your PDD
Coordinator can assist you in exploring the staffing that best fits
your family member’s needs and goals.
In Alberta, professional community rehabilitation workers have
varying degrees of education, ranging from the Basic Skills
certificate (which takes a few months to complete) to a two-year
college diploma, through a four-year Baccalaureate degree.
35
Workforce 2010
An excellent resource for families hiring their own staff is the
Workforce 2010 web site (www.workforce2010.com). This web
site contains job profiles and sample job descriptions, as well as
helpful information on employment issues in the community
rehabilitation field.
If you don’t have access to the Internet, visit the public library or
ask your PDD Coordinator to help you access this information.
“We employ a neighbour on weekends when we have to work.
He’s been great at getting our son involved in community
activities with others his age and introduced him to a lot of new
interests.”
“You might not know what you want in your worker, especially
if you’re new to hiring staff. Sometimes you think you have
someone with the right qualifications, but you find out later
that they’re wrong for the job.
I think certifications mean a lot. It comes down to proper
training; it makes a world of difference. The people who have
the training are usually in it because it’s a passion.”
-- Father of a daughter with a developmental disability
36
What kinds of skills and attributes are you looking for? What are
your expectations? How can you ensure the staff you hire meet
your expectations?
37
Recruiting and Interviewing Potential Employees
There are many resources to assist in recruiting staff. These
range from contacting local employment agencies or placing an
ad in the local paper, to asking friends and neighbours if they
know someone suitable. The local Community College or Human
Resource and Employment office in your community may also be
able to help you find suitable applicants for the position.
In some cases, recruitment may done by an approved service
provider in your community. They will recruit and screen staff,
giving you and your family member the final decision on hiring.
Once you have one or more potential employees in mind,
schedule an interview. Ensure that your family member is
involved in the preparations and interview process.
Before the interview, make a list of questions to ask each
applicant. For example, questions such as the following may be
helpful:
• What is your view on community inclusion?
• How might you help my family member be more included
in the community?
• What special skills or knowledge do you have that make
you an ideal person to support my family member?
• How might you find a private hire situation challenging?
• How do you feel about working in my home?
Once you have identified someone you wish to hire, consider
doing the following:
1. check their references;
2. obtain recent Criminal Record Check and Child Welfare
Check documents.
If all turns out well, you are prepared to offer the position to
your new employee and begin your journey together!
38
Criminal Record and Child Welfare Checks
To help ensure the safety and security of your family member
and home, you should consider requiring potential employees
to provide up-to-date documentation that discloses their
criminal record and indicates whether they have ever been
involved in Child Welfare matters.
Criminal Record check applications are available from the local
police station or RCMP detachment. Forms for Child Welfare are
available from the local Children’s Services office. Only the
applicant can apply for them. A fee is often charged for the
application.
How will your family member be involved in the interviewing
and hiring process? What kinds of things are they looking for in
terms of staff qualifications, experience and characteristics?
39
Being the “Right” Employer
Good communication is key to being a good employer. From the
outset, be clear about the job and the duties involved. A written
job description (the same as that used in the interview process)
is a helpful way to make your expectations clear about what you
require from the staff you hire.
In addition to job descriptions, you may also need to write down
and communicate other information. Define in writing the type
of direct support to be provided and how to provide it.
It is also a common practice to have “policies” that address the
employee-employer relationship. Make sure both you and your
employee are clear about things like
The Alberta
Association of
Rehabilitation
Centres (AARC) is
a helpful
resource in
defining policies
about the
employeremployee
relationship.
Contact
information is
provided at the
end of this
manual.
• hours of work
• holidays
• sick time
• overtime
• pay schedule
• evaluation
• probationary period
40
Being Informed
In your role as an employer, you need to be aware of legislation
about matters such as workplace safety, hours of work, overtime
and paid holidays. Legislation and regulations include the
following:
• The Employment Standards Act
(www3.gov.ab.ca/hre/employmentstandards)
• Canada Revenue Agency (www.cra.gc.ca)
• Workers’ Compensation Board (www.wcb.ab.ca)
• Working Alone Regulations
(www3.gov.ab.ca/hre/workingalone/index.asp)
Families who manage their own services are considered
employers and, therefore, are required to have a business
number. To obtain this number, contact the Canada Revenue
Agency at 1-800-959-5525.
A Workers’ Compensation Board (WCB) number is also required.
Call 1-866-922-9221 to request this.
Feel free to
discuss the legal
requirements
that go along
with hiring your
own staff with a
PDD Coordinator
to see if this is a
viable option for
you.
41
Supervision
Good supervision can keep a good staff person on board for a
long time. It can prevent difficulties and enhance the
development of your family member.
It is essential that you, along with your family member, monitor
the work done by the staff you hire. Supervision can be
accomplished in many ways. Supervising staff in your home is
different from supervising someone in a regular workplace.
However, although there are many unique considerations when
you do so in your own home, supervision still comes down to
providing direction, and monitoring to check that your
directions are followed.
The Resources section at the end of this manual contains
information on supervising employees.
Staff Recognition
Don’t neglect staff recognition—it can make the difference
between a satisfied and a dissatisfied employee.
Good employers value staff and the work they do, as well as
their effort and commitment. Your staff’s contribution can be
recognized through everyday “thank-yous” and more formal
expressions of gratitude. Consider in advance how you will
conduct staff recognition with your employee(s).
Training and Development
Good employers value ongoing training and professional
development. Here is what one parent advised:
“When you hire your own staff, it’s a good idea to make
sure they participate in the local training events that PDD
puts on, and even attend the regional conferences. Staff
development benefits everyone.”
42
Encourage and support your staff to continue their education,
enrol in workshops or pursue other educational opportunities.
Ask your Coordinator if funding may be available to assist with
professional development and training of privately-hired staff.
Family-to-family support and information sharing is an
important and effective way for families to get information on
what may appear to be complex or demanding situations. Many
families currently manage supports for their family member.
They have great ideas and insight into successful ways of doing
Family-Managed Supports. Your PDD Coordinator or the Alberta
Association for Community Living can connect you with families
who are available as a resource.
How will you be a “right” employer? Are there any areas in
which you need more skills or resources in order to be a good
employer? If so, what are they? How might you get any
assistance you need?
In some PDD
regions, training
opportunities are
provided for
front-line staff.
Families who
manage their
own staff are
welcome to use
these resources.
43
Accounting Responsibilities
If you hire your own staff, you need to account for the funds you
receive, and manage payments to staff. Accounting
responsibilities also include providing monthly invoices to PDD
for remuneration. It is recommended that you maintain a
separate bank account for PDD funds to simplify accounting.
Some families take care of these accounting and payroll duties
themselves, while others contract them out. Each region has its
own specific processes in this area. Consult with a PDD
Coordinator, AACL, or other families to determine the best
arrangement for you.
Some families take care of the financial matters themselves. One
parent described their arrangement as follows: “We do our
payroll twice a month—the 1st and the 15th. At the end of the
month, I do up our bills and the timesheets and I take that down
to our Service Coordinator. Then funds are deposited to our
account. From that account I pay our worker and Revenue
Canada.”
How will you fulfil the accounting requirements associated with
your Family-Managed Supports Arrangement? Is this something
you have the skills to do?
44
Part 5.
Monitoring and Accountability
45
Part 5. Monitoring and Accountability
As you have learned, monitoring and accountability are both
essential for a successful Family-Managed Supports or Private
Hire arrangement. This section provides more detail on these
important areas.
Monitoring
Proper monitoring of the services your staff provide and the
hiring arrangement itself, as well as the status and progress of
your family member, is critical. Monitoring ensures the safety,
security and development of your family member.
Types of Monitoring
Monitoring can take a number of forms. In its most basic form,
monitoring can simply involve being observant. As you look
around and view the arrangement on a day-to-day basis,
consider questions such as the following:
• Is your staff providing the services required? Are they
capable and pleasant while working with your family
member? Are they punctual and reliable? Do they fit well
into the home situation?
• How does your family member feel about their staff? Are
they happy with the arrangement?
• How is your family member doing? Are they content and
satisfied? Do you see signs that they are making progress
toward achieving the goals in their Individual Service Plan?
Monitoring can also be more formal. You can hold regular
meetings or more formal check-ins with the staff to determine
how things are going. In this way, small difficulties can be
identified and resolved before they become major problems.
Things that are going well can be identified also, and built or
expanded upon to increase success or progress.
46
Meetings with PDD
It’s important to discuss how things are going with your PDD
Coordinator on a regular basis. You can jointly determine
specific ways to keep PDD informed when you work out the
particulars of your Family-Managed Supports arrangement.
Being Vision- and Goal-Focused
The Person-Centered Plan and the Individual Service Plan are
useful tools to guide the supports provided to your family
member. Continually ask yourself: Are the provided supports
accomplishing or working toward the goals identified in these
plans?
By considering the goals as destinations, you can better ensure
that you are moving in the right direction—that the services and
supports being provided are indeed effective and making a
difference.
Periodically review your family member’s current situation in
each of the life areas. Consider how they are doing in the
following areas and if any adjustments are required:
• relationships;
• personal growth and empowerment;
• community inclusion and membership;
• health and well-being;
• employment;
• home.
Periodically ask your family member if the supports they receive
meet their expectations. Are the services that are provided
moving them closer to outcomes they had envisioned? Are they
satisfied with the arrangement?
47
Sometimes individuals are not readily able to voice their
opinions. Nevertheless, it is still necessary to identify ways to
determine their level of satisfaction with the supports being
provided. For example, some families use photographs or videos
as ways to record progress and provide a means for their family
to communicate satisfaction with the supports being provided.
Special Considerations
Behavioural challenges and the area of vulnerability and abuse
prevention are special considerations for families who are
thinking about Family-Managed Supports. These are often
complex and sensitive areas for families.
PDD provides advice and resources in various forms to assist
families in these areas.
Behavioural Challenges
Sometimes individuals with developmental disabilities display
“behavioural challenges.” These are behaviours that are
injurious or dangerous to themselves or others.
Families managing their own services are required to follow
established guidelines when implementing strategies to respond
to behaviours of concern. These guidelines have been developed
to protect the rights of individuals with disabilities. You are also
required to ensure that the staff you hire receive training so they
understand and can apply these guidelines. A local service
provider may be able to help with training.
Resources, including specialized services, are available to help
develop and implement behaviour intervention strategies.
Contact your PDD Coordinator to request these resources.
Vulnerabilities and Abuse
Abuse can take several forms, including physical, emotional,
sexual and financial abuse. Individuals with developmental
disabilities have an increased risk of being taken advantage of or
abused by others.
48
As a result, PDD requires that all service providers—including
families who manage their own supports—have abuse
prevention strategies in place. There are also certain procedures
that must be followed when responding to allegations of abuse.
Your PDD Coordinator can inform you of the training
opportunities available in your community.
The procedures and requirements are outlined in the Abuse
Prevention and Response Protocol. Copies of the Protocol can be
obtained from your PDD Coordinator or are available on the
PDD web site at
www.pdd.org/policies/abuse_protocol/default.shtml.
The following documents are available on the web site:
• Abuse Reporting and Investigation Protocol, January 2004
• Preventing and Responding to Abuse Brochure, January
2004
• Abuse Prevention & Response Protocol, Executive Summary
• Plain Language Brochure on keeping safe - “I feel good
about me” - March 2005
• Ethical Responsibility Clarification
Accountability
Being attentive to accountability requirements ensures that
funds are well spent and accounted for properly.
Accountability for Funding
Because PDD funding involves public funds, certain
accountability requirements must be met. Families who receive
direct PDD funding must maintain and retain financial records in
accordance with Canada Revenue Agency requirements. These
requirements include the following:
• Retaining bank statements for that account,
• Keeping cancelled cheques and receipts for all expenses.
49
Keeping a separate bank account for PDD funds is also
recommended.
In addition, there are certain payroll requirements. These
include maintaining the following records:
• Payroll records and timesheets for all staff,
• T4 slips for all staff,
• Copies of cheques to the Receiver General (Canada
Revenue Agency) for monthly payroll remittances for staff.
Periodically, you will be asked to provide the above information
to PDD.
Another matter related to accountability and the proper use of
public funds in Family-Managed Supports or Private Hire
arrangements is the following: You cannot hire anyone related
to you by blood or marriage to provide services to your family
member.
Experience has shown, time and time again, that family
dynamics are affected when family members are paid to provide
supports to other family members. So this arrangement is only
allowed in very exceptional circumstances. It requires the formal
approval of the Chief Executive Officer of the PDD Region where
you live.
Accountability for Services
PDD entrusts families with the responsibility of ensuring that
their family member receives quality supports and services that
contribute to their ability to be included in the community and
to live as full citizens.
It is expected that your family member will receive care that
meets or exceeds the “industry standard.” In Alberta, approved
service provider agencies are required to meet provincial
“Creating Excellence Together” (CET) standards, as set out by the
Alberta Association of Rehabilitation Centres (AARC). These
standards are available on the AARC web site
(www.albertarehab.org) or may be obtained from your PDD
Coordinator.
50
Periodically, the goals in the Individual Service Plan will be
reviewed and progress toward those goals examined. PDD
expects that individuals with developmental disabilities will be
included in the community and live as full citizens to the best of
their ability. Therefore, services and supports should be provided
with these expectations in mind.
Risk Management
Risk management is another area to consider. Some points
related to risk management are provided below.
• As an employer, families who manage their own supports
may need additional insurance. Contact your insurance
agent to see if you have adequate coverage. Similarly,
check your automobile insurance if your staff may drive
one of your vehicles. In some circumstances, PDD may
cover the cost of additional insurance. Discuss this matter
with your PDD Coordinator.
• When hiring staff, consider requiring Criminal Record and
Child Welfare checks.
• Consult with your local Workers’ Compensation Board
(WCB) office about coverage for your employees. PDD will
refund any costs incurred as a result of the necessity for
WCB coverage.
If you are considering hiring your own staff, seek out other
families who have made this choice, as they are an excellent
source of information. Your PDD Coordinator or the Alberta
Association for Community Living can put you in contact with
families who have experience with Family-Managed Supports or
Private Hire arrangements.
51
Resources
My Life. A workbook produced the Central Alberta Community
Board for Persons with Developmental Disabilities to assist with
Person-Centered Planning. Available at
www.pdd.org/Central/resources/mylifewb.shtml
Person-Centered Planning: A Guide for Families of Individuals
with Developmental Disabilities. A multimedia resource
designed by the Northeast Alberta Community Board for Persons
with Developmental Disabilities. Available at www.nepdd.org
(Online Resources)
Private Hire: Information and Resource Package. Developed by
the Edmonton Community Board for Persons with
Developmental Disabilities. Contact the Edmonton PDD office
for information on how to obtain this resource.
Understanding Your Funding Options: A Guide for Families of
Individuals with Developmental Disabilities. Produced by the
Northeast Alberta Community Board for Persons with
Developmental Disabilities, this multimedia resource is available
at www.nepdd.org (Online Resources)
52
Resources on Managing Employees
Evaluating Your Most Important Asset: The Employee
Performance Appraisal Process by Dana Scott. Available at
www.gcglaw.com/resources/benefits/performance.html
How to Interview Job Applicants. Available at
www.libjobs.com.au/employer/interviewers.html
Interviewing Potential Staff by Shae Kristine Tetterton.
Available at
www.libsci.sc.edu/bob/class/clis724/SpecialLibrariesHandbook/te
tterton.htm
Keys to Hiring Quality Staff. Available at
www.smallbusinessspokane.org/keys/hiringkeys.htm
The Supervisor’s Big Book of Answers by Paula MacLean.
Available at www.mmcs.ca
53
Contact Information
Northeast Alberta Community Board
Persons with Developmental Disabilities
Box 312, Provincial Building
#242, 5025 – 49 Avenue
St. Paul, AB T0A 3A4
Telephone: (780) 645-6416
Toll Free:
1-866-733-6322
Fax:
(780) 645-6229
Web site:
NorthEast Community Online
www.nepdd.org
www.ne-community.com
Edmonton Community Board for Persons with Developmental
Disabilities
10858 – 108 Street
Edmonton, AB T5J 4Z7
Telephone: (780) 427-2817
Fax:
(780) 422-6411
Web site:
www.pdd.org/Edmonton/default.shtml
Calgary Region Community
Developmental Disabilities
#400, 1520 - 4 Street SW
Calgary, AB T2R 1H5
Board
for
Persons
with
Telephone: (403) 297-5011
Fax:
(403) 297-6420
Web site:
www.pdd.org/calgary/default.shtml
54
Alberta Association for Community Living
11724 Kingsway Avenue
Edmonton, AB T5G 0X5
Telephone: (780) 451-3055
Toll Free:
1-800-252-7556
Fax:
(780) 453-5779
E-mail:
Web site:
[email protected]
www.aacl.org
Alberta Association of Rehabilitation Centres (AARC)
2910 - 3 Avenue NE
Calgary, AB T2A 6T7
North Office
4th Floor. 9835 - 112 Street
Edmonton, AB T5K 2E7
Telephone: (403) 250-9495
Fax:
(403) 291-9864
Web site:
www.albertarehab.org
Regional Alberta Family Voices Network and Community
Councils
For information on how to contact these groups in your area,
contact your local PDD office or AACL.
Your comments are welcome!
55

Family-Managed Supports

Transcription

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