Managing Finances in an OutcomesBased Employment Environment

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Managing Finances in an Outcomes-Based Employment
Environment

• 2006 Issues Forum
• Pat Steele and Jon Zellweger of Mainstream Living

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Defining Success

• For Profit Business
• Financial returns are a legitimate measure of
  success
• Not for Profit or Govt.
• Performance based on delivery of mission and
  impact

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How Are We Doing Collectively?

• Employment Rates
• People with disabilities 35
• People without disabilities 78
• 87.3 billion on cash expenditures through the
  SSI/SSDI programs
• 82 billion for health insurance though Medicare
  and Medicaid

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How Is Mainstream Living Doing?

• 2005 Results
• 37 individuals placed into jobs
• Average wage 7.50/hour
• 80 maintained placement 90 days or more
• 50 placed into jobs within 45 days of acceptance
• Referral source satisfaction 85

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Why the Poor Results?

• Education and training
• Attitude of employers and people with
  disabilities
• Transportation
• Fear of loss of benefits
• The System

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System Is the Problem

• Best Return to Investors Company Since 1972
• Southwest Airlines
• Systemic Gap
• Irrational and Difficult Constraints
• What We Cannot Control
• Results
• What We Must Achieve

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Whats Performance Improvement About?

• Making your program better-meeting objectives
• Using knowledge to get there
• Sorting out the information you have for
  meaningful decision making
• Identifying, gathering and analyzing the data you
  need.

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What Are We Trying to Accomplish?

• Grow revenue with profitability
• Continuously improve quality
• Drive efficiency in every process
• Hire great people who can innovate and execute

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Traits of a Great Organization

• Superior Performance
• Results and Efficiency
• Makes a Distinctive Impact
• Nearly Indispensable to the Community
• Achieves Lasting Endurance
• Exceptional Results Over a Long Period of Time

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Performance Indicator Categories for Employment
Services

• Access
• Convenience of the location of service sites
• Satisfaction with timeliness of services
• Denial rate
• Length of time to schedule first appointment

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2. Attachment to Labor Market

• Degree of employment retainment
• 60 days
• 6 months
• 1 year
• Hours worked per week
• Comparability of job retention with those of
  general population
• Career mobility

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3. Earnings and Gain In Income

• Retention of earnings
• Positive change of earnings
• Comparability of earning rates of persons served
  with those of general population
• Individuals earning above the poverty rate
• Reduced reliance on disability-specific funding
  sources and/or government benefits.

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4a. Stakeholder Satisfaction Job-Seekers

• Choices of job opportunities
• Easy access to services
• Good wages
• Improved work skills
• Good support services
• Staff competency and retention

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4b.Purchasers of Services

• Results for investment
• Cost-efficiency
• Good accountability and record-keeping
• Accessibility to services
• Stability in organization
• Reduced recidivism rate

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4c. Employers

• Effective and efficient job matching
• Fast response to need for support
• Assistance with reasonable accommodations
• Ability to train employees to perform new tasks
• Qualified and productive employees

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From Mediocre to Good

• Access and Labor Market Attachment
• Indicators
• Start Services within 10 days
• Serve 190
• Place 50
• 60 Placed Within 45 Days
• 70 maintaining placement 90 days or more
• 80 placed in 2005 maintaining placement in 2006

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From Mediocre to Good

• Earnings and Gains in Income
• Average Hourly Wage of 8.50
• 25 average hours worked weekly
• 25 earning above poverty level
• 25 reduce or eliminate reliance on public
  benefit or service
• 90 placed in 2005 increased earnings

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From Good To Great

• Superior Performance
• 90 Placed Into Jobs
• 80 Placed Within 10 Days
• Average earnings mirror that of non-disabled
  population
• 50 leave disability roles each year

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From Good to Great

• Distinctive Impact
• Organizations come visit us
• Staff members sought out and paid to present at
  conferences.
• Purchasers state that we are indispensable to the
  system

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Good to Great

• Lasting Endurance
• Excellence sustained across generation of
  directors
• Endowment established and triples in size
• Mainstream Living brand recognized throughout the
  country

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Delivering on the Mission

• There is no perfect indicator
• Consistent and intelligent assessment of results
• Track performance with rigor
• Drive for better results