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Early Childhood Step
By Step - Children & Adolescent Before & After Foster Children Services Adult Partial Care Developmental Disabilities
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Archway Program Archway Programs Board of Trustees and Executive Leadership would like to share our organization’s annual summary of the accomplishments that have impacted and improved the services we have provided during 2006-2007. Archway
Programs Board of Trustees, Executive Leadership and our diverse and competent
staff continue our commitment to including all of our employees in achieving
service excellence through the implementation of the vision identified in our
Strategic Planning, Performance Improvement, Safety Risk/Management and
Financial Solvency processes. Our
organization's Performance Improvement Plan provides a daily structure for
consistency in the collection, analysis and measurement of reliable data that
indicates the effective outcome of the services that we provide. This results in
a continuum of inter-dependant, functional services that continually improve as
they adapt to your needs. Most
importantly, leadership and staff of Archway Programs always value the input
provided by you, our consumers and stakeholders.
Your input concerning the ease of access to our services, and the
efficiency and effectiveness of our services, significantley influences our
ongoing mission as your needs, desired outcomes and expectations change over
time. This year many of the
opportunities that positivley improved the focus of our service where
implamented because of your input! Evidence
that Archway Programs makes a difference in your lives was validated by the
positive and flattering feedback consumers and stakeholders provided concerning
satisfaction with our spectrim of service delivery. In 2007,
Dr. Dan Martin, Chief Executive Officer was elected by peers to serve a two-year
term as an “at large member” of the Board of Directors of the New Jersey
Association of Mental Health Agencies, Inc. (NJAMHA).
NJAMHA is a state wide trade association that represents 125 non-profit
Behavioral Healthcare providers and its mission is to champion opportunities
that advance its members’ ability to deliver accessible, quality, efficient
and effective integrated behaviorol healthcare services to mental health
consumers and there families. NJAMHA
is committed to recovery and wellness for all consumers.
Detailed
supportive and statistical information for in-depth descriptions of performance
improvement opportunities are available to you in our Administrative, Education
and Human Services Departments. We thank
you for the privilege of providing you with accessible, efficient and effective
services. Administrative
Goals, Performance Measures and Strategic Planning Review In his
annual performance analysis reported to Archway Programs Executive Leadership on
August 15, 2007, Dr. Dan Martin, Chief Executive Officer, highlighted
significant acheivements of organizational goals and performance measures: ·
All Program and
Support Element Managers utilized our established corporate Performance
Improvement Plan as a “blueprint for quality.”
Each program implemented a systematic process for collection and
utilization of data provided from analysis of operational processes, customer
and stakeholder satisfaction, and incorporated this information into decisions
that resulted in specific program improvment:
These improvements related to service access program efficiency and
effectiveness and relived on customer/stakeholder satisfaction. ·
New community
relationships were created by expanding the Archway Programs Foundation Board
from 12 to 17 members. This
continued expansion provided opportunities for community members to support the
efforts of the Foundation donor network. ·
Two major Archway
Foundation fundraisers were planned and executed during 2006-2007 with the
impact of improving access to Foundation activities. ·
Opportunities to
improve business functions and monitoring of fiscal performance of
program managers occurred through enhancement of regularly scheduled
collaborative meetings between Financial Management and program operations.
Monthly monitoring of business development and outreach activities
occurred providing opportunities to evaluate and improve client access to
programs, marketing and business strategies. ·
Archway Programs
continued its commitment to providing training and promotional opportunities for
management staff to optimize the diverse contributions of our junior supervisory
levels and above. ·
In response to
its commitment to raise the level of awareness of Risk Management/Safety issues
and prevention, the Board of Trustees requested scheduled Risk Management
presentations to maintain their ongoing awareness of the intensity and degree of
risk management efforts at Archway Programs. ·
New software was
purchased which more effectively assists our organization in tracking donor
related information. ·
Our Information
Technology Department upgraded and replaced segments of our computer system and
replaced an outdated telephone system. Human Services
Department Our Human
Services Department provides a continuum of Behavioral Healthcare Services to
children and adults, in addition to Social Day Care to seniors and Supportive
and Supervised Living to the Developmentally Disabled.
We are licensed by the New Jersey Department of Human Services through
the Bureau of Licensing and Inspections and the Division of Developmental
Disabilities. In his
annual performance analysis reported to executive leadership, ·
Achievement of
full licensure for all Partial Care and DDD Programs. ·
All Human
Services Programs have made significant progress in achieving established annual
goals and performance measurement indicators for 2006-2007.
These measures relate to program access, efficiency, effectiveness and
satisfaction with our services. ·
Outcome
measurement thresholds were reached or exceeded in most administrative and
program monitors. This is an
important measure of the success of our programs. ·
Consumer/Stakeholder
satisfaction surveys were conducted in all Human Services Programs.
Feedback was extremely positive, and since we value the partnership we
have established with our consumers we serve, we have incorporated their
suggestions into our 2007-2008 improvements for program service design and
delivery. ·
Administrative
and Clinical Leadership of Partial Care Programs have implemented new training
initiatives, treatment methodologies and behavioral outcome management and
measurement tools, each of which have a positive impact on the results for
consumers participating in Partial Care programming. ·
Through the
financial grant from the Archway Foundation Board, management and the
Information Technology Department inaugurated a computer lab contributing to the
wellness and recovery process of consumers. ·
Our relationship
with Administrative and Consultative staff from DMHS/DCF has provided Archway
Programs Human Services Leadership an opportunity for input into the development
of important revisions for the new “Partial Care Regulations” and DMHS has
graciously provided a series of trainings that related to Substance Abuse,
Incident Reporting and Partial Care Regulations ·
All Human
Services Programs have made significant progress in achieving their established
annual goals and performance measurement indicators that relate to: ◊
Outcome measurement (behavioral results) which are important indicators
of the success of our programs. ◊
Assessment, Treatment and Discharge Planning ◊
Effective and efficient administrative processes ◊
Fire/safety ◊
Financial monitoring ◊
Access to programs ◊
Consumer/stakeholder satisfaction ·
The Utilization
Review Coordinator has improved the tracking and reporting of referral,
admission, discharge and follow-up data providing comprehensive statistical
profile data for more effective decision making. ·
Through effective
monitoring processes the Director of Nursing has improved critical health
surveillance processes and has initiated several consumer and staff education
sessions improving health related outcomes.
Improvement of our consumer’s continuum of care has occurred because of
the DON’s efforts to improve linkage with primary care providers. ·
In alignment with
the vision of the State of ·
Increased
marketing efforts by management and staff have increased the average daily
attendance from 44 to 57 consumers; an increase of 13%.
Ninety-two percent (92%) of consumers participating in our ACT program
did not require hospitalization for Psychiatric Needs.
·
With the
assistance of an Archway Foundation Grant, our ·
In response to
stakeholder surveys, DDD leadership implemented a Saturday Drop-in Program and
provided staff training in supporting problem solving skills and accountability
for consumers. DDD/SCOH/PE program
leadership were also involved in extensive fundraising activity. ·
Due to lack of
expansion of contract dollars the SCOH Program was terminated June 30, 2007.
·
A reorganization
of the transportation process and purchase of new vehicles provided a more
efficient transportation system and an estimated cost savings of over
$40,000.00. All Human Services
Department drivers have completed a driver safety course. ·
In addition to
major administrative and clinical reorganization, the Human Services Department
has reinstituted quarterly Leadership meetings to promote communication, support
and ongoing training and skill development. ·
Review and
revision of all Human Services Department job descriptions has been completed to
meet current standards and regulations and provide a clear context for
performance evaluation. Education Department Our
Education Department continues to provide exceptional services to over 2,000
consumers annually. Our three
Private Schools for the Handicapped provide special education services to
students ages 3 through 21 with emotional, social, neurological and
communication needs. Our Step By
Step Early Intervention Program provides home-based education and related
services to children from birth to age 3 experiencing developmental delays; the
Just Kids school age childcare program, operating in 39 public schools in 14
school districts throughout Southern New Jersey, serves pre-school through 8th
graders; and the Little Folk Learning Center, located in Camden City, prepares 3
and 4-year olds for kindergarten as part of the Abbott pre-school initiative.
Many
improvements to curriculum and business enhancements occurred during this past
year. In his Annual Performance
Analysis, Douglas Otto, Executive Director of the Education Department focused
on the following achievements: ·
A professional
journal library was established at the ·
The ·
·
An Archway
Foundation Grant enabled the ·
The ·
The playground at
the ·
The Little Folk
Learning Center presented 8 parent focused community and educational events. ·
Step By Step
conducted a series of continuing education staff development programs that
focused on information technology. ·
In addition to
its annual parent satisfaction survey, Just Kids also implemented a child
satisfaction survey, assessing the children’s ideas for curriculum
improvement. Human Resources
Department Our
personnel are Archway Programs most valuable resource of the organization
because they ultimately contribute to the successful results that our consumers
experience. Our Human Resources
Department is continually committed to enhance the performance skills of all
levels of staff in order to facilitate the quality outcomes of our services and
programs. In her
Annual Performance Analysis of our Human Resources Department’s achievements
Jayne Knee, Executive Director of Human Resources, highlighted the following
improvements:
Finance Department Archway
Programs financial planning and management activities reflect our
organization’s strategic planning efforts and are designed to facilitate our
established consumer outcomes and organizational performance objectives.
Robert
Poznek, Chief Financial Officer, described the significant achievements of
programs under his supervision in his annual performance analysis: ·
Additional users
were trained in the material requisition process.
The new software provided an electronic approval process which impacted
the efficiency of the purchasing process. ·
Continued
training for Program Directors on interpreting cost center reports and
utilization of quarterly budget meetings to enhance the communication process
related to effective budget management. ·
The concerted
efforts of Program Services continue to create a safer working environment for
consumers and employees. Consumer and employee accidents continue to decrease
and additional building and ground improvements have been implemented during
2006-2007. ·
Program Services
track all work orders, both routine and emergent, to insure efficient resolution
and a safe risk free environment. ·
Program Services
is nearing completion of their operational policy and procedural manual.
Clear documentation and training of required practices contributes to
creating a safer working environment and facilitates employee productivity.
Additional improvements of Program Services included initiation of a
Master Key Inventory for all locations, which provides a system of control and
reduced cost of duplication; and, creation of a central reference file of
updated Blue Prints for all organizational facilities.
·
The Director of
Transportation continues her vigilance in maintaining an accountable focused
performance monitoring system insuring that all aspects of the services provided
by the Transportation Department are efficient, effective, accessible and most
importantly safe! ·
The Director of
Transportation and school bus drivers successfully completed a Defensive Driving
Course. This skill enhances safer
driving performance. Risk Management Risk
management efforts are a paramount focus of Archway Programs.
These efforts are coordinated by the Assistant Director of Human
Resources and Director of Program Services and further facilitated by the
oversight of the organization’s Risk Management and Departmental Incident
Review Committees. Through a process
of quarterly monitoring, bi-annual inspections, follow-up inspections and
corporate training, the environment of care has been significantly enhanced.
As
Chairperson of the Risk Management Committee, the Assistant Director of Human
Resources has taken a leadership role in educating personnel on safe work
practices and the impact on worker’s compensation claims and annual premiums.
This process contributed to a cost reduction of over $62,000.00 for the
organization. The Board
of Trustees maintains oversight of the organization’s Risk Management/Safety
processes through regularly scheduled reviews of Risk Management data, problem
identification and resolution. |
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