Communication, the Key to Closing a Sheltered Workshop

Communication, the key to closing a Sheltered Workshop

Ability Beyond

•Residential – 500 Individuals

•Employment – 1200 Individuals

•Corporate Consulting – Disability Solutions

•Community-Based Services – 1050 Individuals

•Social Enterprise

•Clinical Supports – 500 Individuals

Who we are today….

“At Ability Beyond, we celebrate the ability in all people.”

•Began in 1953

•Service Offerings

•Support 3000 people a year

•Geographic Locations:

Westchester, Duchess, and Putnam Counties in NY
Fairfield, Litchfield, Hartford, New Haven, Middlesex Counties in CT

Who we were then…

•Workshop was one of our largest funded programs

–Served 189 individuals with significant disabilities

•Took us nearly 3 years to completely close our workshop

–Started in 2002 and completed in 2005

•Among the first in the North East to close a sheltered workshop

•Datahr Rehabilitation Institute- Name change!

•Followed GE’s Change Acceleration Process for completing the project

GE Change Acceleration…

•Three States – Current State, Transition State, & Improved State

Culture
Leading Change
Creating a Shared Need
Shaping a Vision
Mobilizing Commitment
Making Change Last
Monitoring Progress
Changing Systems and Structures
Culture

GE Change Acceleration (cont.)…

•World is constant Change... those who adapt to the changes will survive

•In 1989-90, under the direction of Jack Welch, GE launched “Work-Out” – a team-based problem-solving and employee empowerment program modeled after the Japanese quality circles model that was in vogue at the time. Work-Out was a huge success and Welch was frustrated by the rate of adoption through the business.

GE Change Acceleration (cont.)…

•He commissioned a team of consultants (including Steve Kerr, who was to become GE’s first Chief Learning Officer) to scour industry and academia to study the best practices in change management and come back to GE with a tool kit that Welch’s managers could easily implement.

•The result was the Change Acceleration Process, commonly referred to within GE simply as “CAP.”

GE Change Acceleration (cont.)…

The Change Effectiveness Equation

•The team studied hundreds of projects and business initiatives. One of their insights was that a high-quality technical strategy solution is insufficient to guarantee success. An astonishingly high percentage of failed projects had excellent technical plans.

•The team found that it is lack of attention to the cultural factors that derail the project when there is a failure – not the technical strategy. Failure, for our purposes, is defined as failing to achieve the anticipated benefits of the project (i.e., the benefits that justified the project in the first place).

•The team created the Change Effectiveness Equation, QxA=E.

– The Effectiveness (E) of any initiative is equal to the product of the Quality (Q) of the technical strategy and the Acceptance (A) of that strategy. Or, paying attention to the people side of the equation is as important to success as the technical side.

Our Mission for this project…

“Ability Beyond will transform day and work services into integrated, community-based services by providing people with options based on their individual preferences and abilities by January 1, 2005”

•Developed a comprehensive and strategic plan that recognized and addressed challenges so that each of the people served, no matter how severe their disabilities, can become more fully integrated into their communities.

•What was crucial is that each and every one of the individuals were able to choose the life that provides the greatest level of dignity and independence.

Getting Started…

Steering Committee

•Strategy

•Community Resources

•Transportation

•Technology

•Buy In / Communication

•Community Implementation

Committee Process

•Cross Representation

•Meeting and Participation Expectations

•Reporting Requirements

•Creation of mission statements

•Deliverable Timelines

•All reporting back to an overarching

•Steering Committee

Strategy

Identify the infrastructure to support overall success….

•Financial

•Technology

•Risk Management Plan

•Increase Staffing

•Staff Re-training

Community Resources…

Needed to discover the interests of the people to be served in the community…

•Developed an individual interest survey

•Surveys are updated at least annually

•Open-ended questions

•Interests included: work area, volunteer area and leisure area

Needed to identify accessible options in the community…

•Explore resources and identify accessible options in the community

•Know and understand job market

•Site Assessment tool developed

•Test the consumer/interest match to ensure satisfaction for the individual

Transportation…

Needed to get people to and from locations in the community…

•Developed Accessible Community Transportation System

•Purchased GPS system for all vehicles

•Purchased dispatch software

•Hired Dispatcher

•Made internal vehicle efficiencies, utilizing vehicles during their downtime

Community Implementation…

Needed to provide creative choices

•Tested each team’s findings and recommendations

•Developed Pilot

•Implemented Pilot

•Provided feedback to teams

•Turning point for community integration from a process to a way of life for Ability Beyond

Technology…

Needed to identify efficiencies for staff and the individuals we support in the community….

•Identify any experts within your organization with a passion, expertise and knowledge for technology. If your organization can devote staffing resources towards this project for technology that would be beneficial

•Review your current systems and processes and determine where technology can increase efficiencies and cost savings (i.e. GPS, ECR)

•Research technology to meet efficiencies for the people you are serving in this project (refer to technology resource center)

Technology Advice…

•Review your agency’s knowledge and usage of social media to enhance communication about this project (and ongoing). i.e. Facebook, Twitter, Intranet, Website,

•If implementing new tools, establish training methods for the people using them

•Determine financial impact of new technology needs and research methods for funding these needs.

Buy-In

(The most important committee as it relates to Communication!)

•It is necessary to have the support of everyone involved as much as possible prior to beginning this initiative, with clear messaging, and expectations.

•Committee members should include a cross-section of employees from across the organization who are completely bought in, can ensure all staff members are bought in and keep a pulse on what the organization is thinking so changes can be made as necessary.

•Create individual communication plans for the following stakeholders, all with one consistent message:

People you serve
Family Members
Staff
Community members/Partners/Donors
Board of Directors and Trustees

Buy-In: People you serve

“There is no greater disability in society, than the inability to see the person as more…”

-Robert M. Hensel

Tools:

•Elevator Speech

•Establish a list of FAQ’s

•Interest Survey

•Conversation Guide about closing your workshop

•Knowledge Survey

•Pre and Post Surveys

•Individual Team Meetings

•Monthly Consumer Meetings

Elevator Speech Example

Closing a sheltered workshop is a process by which an agency transforms their current day and work services/programs into integrated, community-based services by providing people with options based on their individual preferences and abilities.

(This paragraph is optional)Like all Americans, those with disabilities want to have the opportunity to participate in activities that create a full and satisfying life: having a meaningful job that leads to a career, engaging in leisure activities, joining clubs and other organizations, attending cultural events, doing volunteer work, taking courses and seeking out people with similar interests. Yet, these opportunities are scarce because of enduring prejudices, inaccessibility and inadequate transportation. Pervasive misconceptions and negative stereotypes about people with disabilities remains one of the biggest obstacles to their full participation in American society. Many huge barriers still exist that force Americans with disabilities to remain segregated from the mainstream of society. Unemployment rates for working-age adults with disabilities continue to hover at around 70% for a variety of reasons, including the lack of employment opportunities, insufficient vocational and educational training, some high cost of assistive technologies, prejudices based on historical and erroneous stereotypes and inadequate transportation options. If people with disabilities are to be truly integrated into the community, they must have the opportunity to work, to recreate and to volunteer in their communities. Public education and outreach as well as familiarity bred by exposure to people with disabilities in the workplace and elsewhere, are key to facilitating meaningful inclusion in community life.

Elevator Speech Example

In accordance with legislation (Olmstead Decision, Workforce Innovation and Opportunity Act (WIOA), Home and Community Based Services (HCBS)) it is imperative that individuals with disabilities are offered full access to employment that matches their skills and interests, and full community participation as they choose- outside of a sheltered workshop.

The overall goal of closing a sheltered workshop is for individuals with disabilities to become fully integrated into the communities where they live and work. As an agency you should engage the people you serve, and their families in the process and philosophy of full inclusion. You should develop a caring, increasingly competent, well-trained and dedicated work force to serve people with disabilities in community settings. You should shift your agency’s resources to a “program without walls.” The transition will require changes in your agency’s use of its physical premises, increased staffing and staff training and the incorporation of new technology. You should secure job opportunities in community settings, internship and volunteer opportunities, for each person you serve who has the desire and the potential to work. A wide array of recreational, cultural, educational and community service choice opportunities should be created so persons with disabilities will not be segregated into limited “disability clusters.” Programs that raise public awareness about the abilities of persons with disabilities should be developed. All of this will help defeat negative stereotypes in order to promote familiarity and acceptance that will result in more employment and community inclusion.

Elevator Speech Example

As the individuals you serve begin to participate in this process, each person’s Interdisciplinary Team should meet and information should be made available to the guardians and families of those individuals involved. Guardian and family input is vital and valued to help realize individual consumer program goals and promote successful community integration for all people served

All stakeholders must be involved in the planning and implementing process. No one can stand outside the process. As a Board member, staff, family member, consumer, or member of the community, their ideas, leadership and commitment are vital to achieving the goal of

closing a sheltered workshop.

Buy-In: Families

“A parent holds their child’s hand for just a short time, but holds their heart forever.”

-Unknown

•Tools:

Family Forums
Elevator Speech
Establish a list of FAQ’s
Attendance at Team Meetings
Letter’s from the CEO
Constant Contact Updates – Social Media
Knowledge Survey
Individual Testimonials – Success stories that it works!

Example of Frequently Asked Questions for Family’s

Created a Question and Answer Document addressing each family’s concerns.

(Please see attachment for full handout).

A few examples from the FAW:

Q: Is community-based employment better than sheltered employment?

A: There are more choices and opportunities in the community for indivdiuals with disabilities. In the community, your son/daughter can develop new skills and engage in diverse activities that are enjoyable and stimulating. There’s an added benefit, individuals we serve often tell us that when they work or volunteer wirhin a business environment, they feel apart of a group. They feel they are contributing in their own way. They feel appreciated and accepted.

Q: How do you match a person’s interests, needs and abilities with community-based activities and opportunities?

A: Using a team approach, and prior to participating in any community-based activity, learn and document each individual’s interests, functional abilities, skills, and supportive needs. Family member and guardian participation in this process is very important to be sure we are creating and updating complete and accurate information for the profile. The profile is accessible by members of the team who, in collaboration with family and guardians, identify and plan out the activity schedule. We also maintain a comprehensive information file for each community activity. This allows us to explore and identify appropriate matches. After participation in a new activity, we make notes of how much that activity was enjoyed for future consideration.

Buy-In: Staff

“The most important part of Communication, is hearing what isn’t said.”

-Peter Drucker

Tools:
Elevator Speech
Extensive Risk Management Plan
Consumer Interest Survey
Community Guidebook
Communication Card
Community Property Damage Procedure
Resource Back Pack
Developed staff job expectations and accountability
Revised and enhanced staff training
Establish a list of FAQ’s
Weekly emails, bulletin boards, Intranet, Social Media, mandatory update at each staff meeting
Senior management rotation at staff meetings
Staff Incentives for finding/building leads

Example of Bonus Process for Agency Staff

Who is eligible?

All Ability Beyond employees are eligible for the BONU$.

What do you have to do?

Talk to someone that you know that may have an employment opportunity for an individual that we currently serve in our sheltered workshop.

How do you get the bonu$?

Connect the Employment Development Team with an employer who has the ability to make a hiring decision. If the contact leads to the consumer securing employment. When the individual has been employed for 30 calendar days.

When are you awarded the bonu$?

1stbonu$ of $50.00 will be awarded after an assigned member of the Employment Development Team has had a face-to-face meeting with the potential employer to discuss employment opportunities.

2ndbonu$ of $50.00 will be awarded when the potential employer has hired and identified individual that we serve in our sheltered workshop.

3rdbonu$ of $50.00 will be awarded when the individual has maintained employment for 30 calendar days.

Buy-In: Community

“I alone cannot change the world, but I can cast a stone across the waters to create many ripples.” - Mother Teresa

Tools:

•Press Release

•Elevator Speech

•Communication Cards

•Website / Social Media

•Billboard

•Radio Ad

•Establish a list of FAQ’s

•Employer Testimonials

Sample Press release – “Employers Wanted!

Sample Article – The Disabled Can Indeed Move to Real-World Work

Buy-In: Organization’s Board

“Before anything else, preparation is the key to success...” – Alexander Graham Bell

Tools:

•Elevator Speech

•Establish a list of FAQ’s

•Project detail with legislative information

•Designated Board Champions

•Shared Employer and individuals Served Positive Testimonials

•Financial Plan

Positive Impacts

•Individuals

•Family Members

•Staff

•Community Organizations

•Funding and Referral Sources

What does it take?

•Leadership commitment

•Creativity and outside the box thinking – blended programs

•Buy in on all levels

•Person-Centered Approach – can’t lose sight of this

•Buy In is critical

•Resources – we sold our building

•The right people need to be in place, especially for those that will be doing job development.

•Job carving and customized employment are a skill set – not everyone is able to do this successfully.

•Ongoing communication and momentum.

•Fluidity and flexibility are key.

Lessons Learned…

•Closing your sheltered workshop can be done!

•It will take longer than you think it will.

•Buy in is critical at all levels.

•Transportation resources are critical-take advantage of public transit. Look at all available options.

•Some of our biggest concerns rarely even happened – behavior / medical issues / property damage.

•Community was more welcoming than anticipated.

•Some staff may leave because of the change – and that is okay.

•Always need to keep looking for new sites and activities and avoid saturation

•Those families with the biggest concerns about leaving the workshop are now our biggest champions.

•Leadership and commitment is key.

•Concept and need of a hub(s) – still necessary in some capacity

•Build upon already existing community partnerships and business relationships

•Financial resources – budget for community costs and activities.

•Document ALL your successes and celebrate them.

Our final lesson…it is an ongoing and evolving process….

•Employment is everyone’s business.

•Incorporate employment best practices.

•Employment begins from day one.

•Remain current on legislation and federal tax credits.

•Everyone has an employment goal no matter how big or how small.

•Job Carving

•Customized Employment Techniques

•Corporate Consulting

•Transition Services

•Internship Development

•Speaker’s Bureau

•Family Committee

•Intranet/Social Media/Technology

Ability Beyond, Closing a Sheltered Workshop

Bridget Kopet, Services Manager

203-948-5585

Kate Travis, Assistant Services Director

203-826-3112