INALLIANCE

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INALLIANCE

• Management Report 2008-2009

• INALLIANCE VISION
• ACHIEVEMENTS
• FINANCIAL SUMMARY
• PROGRAMS REPORT
• DEMOGRAPHICS
• ADMISSIONS AND DISCHARGE REPORT
• PROGRAM SPECIFIC GOALS
• HEALTH AND SAFETY/RISK MANAGEMENT SUMMARY

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INALLIANCEVISION FOR THE FUTURE

• INALLIANCE will lead the community in the design
  and provision of unique and innovative employment
  and community living services which exceed the
  expectations of our customers through
• The hiring and retention of a team of highly
  qualified staff
• A solid financial structure
• State of the art facilities providing supports
  and services to staff and customers
• A solid working relationship with employers in
  the community
• A mutually beneficial relationship with the
  community at large

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The hiring and retention of a team of highly
qualified staff

• Goal areas include
• Develop and provide dynamic orientation and
  training (multi-media, interactive)
• Develop flexible work schedules
• Develop out of the office technologies
• Train staff in emerging technologies
• Influence personnel descriptions and salary
  ranges by the State

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A Solid Financial Structure

• Goal areas include
• Influence the State regarding rates of
  reimbursement and payment methodologies
• Influence the State regarding d.d. system reform
• Raise funds to offset facilities expenses,
  growth, construction
• Develop and diversify financial resources to
  withstand economic down turn, enable risk taking,
  new program start-ups

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State of the Art Facilities

• Goal areas include
• Develop new facilities (owned or leased) which
  support staff and participants
• Use facilities at 21st Avenue as a resource and
  training hub for staff, participants, and
  community

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A solid working relationship with Sacramento
employers

• Goal areas include
• Develop an enhanced marketing strategy to connect
  employers to potential workers with disabilities
  that is employer friendly
• Develop respectful strategies to reward the
  employer customer

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A mutually beneficial relationship with the
community

• Goal areas include
• Develop a public relations package to educate the
  community and enhance the image of persons with
  developmental disabilities
• Offer agency resources to the disability services
  community and the local community

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ACHIEVEMENT OF GOALS 08/09
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administration property

• Landscape renovation was completed at 21st Ave,
  including clearing of the back 2 acres and
  installation of a road base parking area.
• Construction was begun on the remodel of the
  agencys office building in Placerville, which,
  when complete will provide 1750 square feet of
  quality office space for the Foothills Program.
• The Yuba City Office was moved to Marysville and
  scheduled to be moved again
• A 30 staff has been hired to provide all vehicle
  inspections, formerly done by all departments

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administration Governing Board Activities
In addition to its regulatory and review
functions, the Board of Directors

• Successfully completed the 6th annual Celebrity
  Chef Challenge fund raiser, and began organizing
  the 1st Foothills fundraising event
• Successfully added a consumer of InAlliance to
  the Board
• Received consultation from an investment
  consultant for the development of the agencys
  annual investment
• Reviewed and approved a new investment policy
• Received and reviewed the annual agency audit

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administration MIS/HR
Services Administration

• Installed new larger capacity server at 21st Ave.
• Installed 21st Ave server in Foothills office to
  increase capacity
• Negotiated new outsourced payroll system through
  Prime Pay
• Hired Executive Assistant to manage technology
  systems in 3 offices
• Generated staff training tracking though College
  of Direct Support
• Successfully completed two audits from Alta
  California Regional Center for the Medicaid
  Waiver State audit and Supported Living
• Installed a new HR data base capable of archiving
  documents, which can be used by all departments,
  increased HIPPAA compliance
• Purchased new computers to retire outdated
  original Dells
• Added staff training courses to assist with
  management of assaultive behavior

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administration community participation

• Administrative staff participated in the
  following local and state committees
• Diana DeRodeff, M.R.A. CEO
• California Disabilities Services Association
• Board of Directors
• Member DDS Budget Advisory Committee
• Member Provider Advisory Committee to Alta
  Regional Center
• Member and Host of Capitol Caucus
• Member Area Board III
• Donna Bettencourt, M.S.W. Program Director
  Supported Living
• Chair - Supported Living Network of California
• Co-chair Sacramento SLS Provider Network
• Bill Davies Program Director Work and Life
  Skills
• Participant ALTA vendor group
• Ruby Alcartado, EMRA, Program Director
  Supported Employment/CTP

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• FINANCIAL PERFORMANCE 08-09

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HISTORICAL FUND BALANCE 1985-2009
administration
FINANCIAL REPORT
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Inalliance expenses by category 08-09
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Departmental Financial Summary 08-09
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PROGRAM PEFORMANCE 08-09
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• Supported Employment Program
• Summary 2008-2009
• Ruby Alcartado, Program Director
• In the 2008-2009 fiscal year, the Supported
  Employment Program served 70 consumers, which
  included 20 referrals. At years end the
  department was serving 53 consumers. Included in
  the numbers served are 46 consumers in
  follow-along services, and 7 in Job Development.
• In December 2008 the department lost its only job
  developer. She had been in the position for five
  months. The management team decided to downsize
  the departments job development services.
  Consequently, this meant discharging 8 consumers
  that were in the job development process. It has
  also impacted our referrals for external
  situational assessments. In most cases when
  consumers were referred for assessments and were
  considered appropriate for supported employment
  services they would transition to job
  development. However, we are only accepting
  referrals for job development as the consumers we
  are currently serving are being placed in jobs.
  In February the Foothills CTP job developer began
  developing for SEP consumers 1 day per week.
• Consumers worked an average of 26 hours per week
  at an average hourly wage of 10.14 per hour.
  The job retention rate for individuals who have
  been working for six months or longer was 98.
• The staffing for the department includes a
  Program Manager, SEP/CTP2 Program Asst., Job
  Developer (1 day/wk), one Career
  Counseling/Employment Training Specialist, and
  three Team Facilitator/Employment Training
  Specialists. In addition to supporting supported
  employment consumers the Employment Training
  Specialists provide coverage and support to CTP
  2 consumers.
• There are several consumers that benefit from
  InAlliances mental health services. Dr. Johnson
  the agencys psychiatrist provides services to
  two consumers Diana Carlyle provides Social,
  Emotional Support services for 4 consumers.
• The plan for next fiscal year is to continue to
  provide job development and job coaching services
  as well as external situational assessments
  utilizing the same staffing pattern.

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• Community Training Program 2
• Summary 2008 - 2009
• Ruby Alcartado, Program Director
• In the 2008 2009 fiscal year, the Community
  Training Program (2) served 55 consumers. This
  included 19 new referrals. At years end, the
  department was serving 46 consumers. The staffing
  for the department includes a Program Manager,
  Resource Coordinator, Program Assistant, three
  Team Facilitators and 37 Employment Training
  Specialists. Additionally, three Supported
  Employment Program Team Facilitators are utilized
  for coverage and facilitate departmental teams.
• There was 37 consumers being supported in jobs
  with numerous InAlliance contracted worksites
  (Avatar Business Systems, Dimple Records, North
  Sacramento United Methodist Church, Hope
  Methodist Church, Bread of Life, Applebees, Team
  Power, Becks Furniture, Towe Auto Museum,
  Regional Transit, UCDMC). Consumers are averaging
  8 hours of work per week with an average hourly
  pay of 3.43.
• All of the consumers are involved in a variety of
  volunteer jobs and classes with on average 63 of
  their time spent in inclusive activities. The
  following are the various organizations in the
  community that support our consumers by
  providing volunteer opportunities or classes
  VITAS, The Tree Foundation, Spirit of the Art,
  American Cancer Society, Soil Born Farms, Sam
  Pannell Community Center, Happy Tails Pet Center,
  SPCA, Sacramento Zoo, Leukemia Lymphoma
  Society, Sacramento Food Bank, Crocker Art
  Museum, California History Museum, Petsmart,
  Project R.I.D.E., Howe Community Park, WEAVE
  Thrift Store, West Sacto Senior Center, South
  Natomas Library, Folsom Zoo, Sacto. City College,
  American River College, Fremont Adult School, St.
  Johns Womens Shelter.
• Several consumers benefit from InAlliances
  mental health services. Dr. Johnson the agencys
  psychiatrist provides services to two consumers
  Diana Carlyle provides Social, Emotional Support
  services for nine consumers as well as
  facilitates social skills groups for two
  consumers.

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• Foothills Program F-1, T-1
• Summary 2008-2009
• Ben Praker, Program Director
• For fiscal year 2008-2009, the Foothills Program
  ended the year serving 49 consumers who are
  receiving 11 support an increase from 40 during
  the 2007-2008 budget year. Of those 49
  consumers, 19 also received 12 support, an
  increase from 11 consumers last year. Four CTP
  staff left the program but with hiring we ended
  the year with 28 job coaches. Referrals
  increased this fiscal year with a total of 9
  consumers. Service Coordinators also increased
  hours for consumers who are working at paid job
  sites. We lost one consumer who went into
  supportive living due to medical issues, but we
  were able to fill that staff schedule with
  additional referrals. Additionally, we currently
  serve two consumers in ILS, and three consumers
  that are receiving services in our SLS program.
• For Fiscal 2008-2009, we anticipate an increase
  in our 12 services and keeping our staff
  stabilized at the current level. We also
  anticipate more referrals from the Folsom area
  and will utilize our staff that live in the west
  end of El Dorado County and Eastern Sacramento
  County to serve this growing population of
  consumers. Students that are transitioning out of
  the schools and into the community are
  increasingly becoming a common referral from the
  Regional Center to our Foothills Department. We
  are working diligently to lower our staff mileage
  through the use of El Dorado Transit and
  connecting consumers with local resources.
• Our new building in downtown Placerville in its
  final phase of completion and we will occupy this
  property beginning the 2009-2010 budget year. We
  will spend approximately 10,000 dollars on
  furnishings, commuters, and general office
  equipment for the new building which will be an
  added cost to our 2009-2010 budget.
• We finished the year with 75 of consumers
  working in paid job sites, down from 92 last
  year. This drop in paid job sites was primarily
  due to the strain on the local economy and an
  increase in layoffs across the board. The
  average work hours per week per consumer ended at
  6.5 hours per week, however we gained several new
  job sites for our consumers. The Red Hawk
  Casino, Whats the Scoop, El Dorado Pet Club,
  Mother Lode Insurance, and AT T. The average
  consumer wage this budget year was 8.22 per hour
  and next year we hope to increase wages to an
  average of 8.55 per hour.
• Our goal for 2009-2010 is to have 95 of
  consumers working in paid job sites and we will
  continue to develop jobs in different arenas, for
  example, grocery stores, offices and the new
  developments in the county. Our Job Developer
  also assists the Sacramento and Yuba City
  offices.
• For 2008-2009, 74 of consumers met their ISP
  goals, slightly missing our goal of 75. For the
  coming year, we will again attempt to reach 75.
  We ended the year with 90 of our consumers
  involved in a consistent, community based,
  integrated activity. We will try to increase
  integrated program time for consumers at 95 for
  the next year. The College of Direct Support
  was utilized this year for training of our new
  and existing staff as well as other in-house and
  professional trainings to enhance employee
  skills. Continued use and review of the ETO
  Database has assisted our staff in creating
  measurable, realistic goals for consumers.
• There have been some changes at ALTA this year
  with the addition of one new Service Coordinator
  and the shifting of case loads. We have a good
  relationship with Regional Center Service
  Coordinators which is expressed through open
  lines of communication between our management,
  job coaches and service coordinators.
• We look forward to moving into our new building
  and planning an open house for consumers, parents
  and local agencies. For the budget year
  2009-2010 we will work to create and promote a
  parent advocacy group utilizing our new building
  for meetings and gatherings. We are also
  planning a Foothills fundraiser to be held in
  October.

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Supported Living Services Summary 2008-09 Donna
Bettencourt, Program Director The 2008-2009
fiscal year for the supported living department
was one of growth, refinement of training, and
stabilization of staff and supports. On June 1,
2009 , 48 people were being supported in their
own homes and 3 others were receiving
transitional SLS services preparatory to moving
into their own homes. This was accomplished with
the following staff 1 Program Director 1
Administrative Assistant 1 Human Resources
Assistant 10 Case Managers 1 Staffing
Coordinator/Floater 120 Independent Living
Facilitators In mid-June of this year, due
to the closure of a large SLS agency serving
Sacramento, Yolo, Placer, and Sutter-Yuba
Counties, a large influx of referrals began. At
this writing (June 28, 2009), 19 new referrals
had been made to our agency for supported living
services. An additional 7 consumers have
interviewed with InAlliance, but not yet decided
which agency to choose among those presented.
75 of all persons who interviewed with
InAlliance, chose InAlliance to be their SLS
provider. Of the new participants, 7 are from
Sutter-Yuba County, 5 are from Yolo County, and
the rest reside in Sacramento County. The
clear challenge for the coming year is to
maintain our stability and quality while we
expand our services to at least 30 new
participants in three additional counties. This
will involve the re-location of the Sacramento
SLS department, the hiring of an additional 4-5
new Case Managers, one additional floater, and at
least 90 new direct staff. Additionally, a
branch SLS office will be located in the new
Marysville InAlliance office, and one in Davis
will be located to serve the Yolo County
participants. Finally, with a potential to
serve a total of 80 participants by years end,
the SLS department will restructure its core to
provide the necessary infrastructure and support
to maintain the quality for which this supported
living agency is known.
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• Work and Life Skills
• Summary 2008/2009
• Bill Davies Program Director
• As the 2008/2009 fiscal year comes to an end,
  the WLS Program is serving 70 participants.
  Hourly wages range from 1.51 to 8.06 an hour.
  The average number of hours worked per week is
  20.2.
• WLS has 21 crews which provide services for nine
  employers, scattered throughout the area. In
  addition, when possible, our Trainers attempt to
  carve out small portions of their core
  responsibilities, and give them to CTP
  participants. This provides them with an
  opportunity for inclusive vocational training,
  and a chance to make some spending money. At this
  point, 24 CTP participants are working in
  conjunction with our crews.
• One of the most significant additions to our
  department this fiscal year has been Brandy
  Childress, our Contracts Developer. She has spent
  the last six months aggressively networking the
  Sacramento area. We feel that once the economy
  improves, her efforts will pay off, providing new
  opportunities for those we serve.
• As indicated above, the economic situation is a
  major concern. The states financial condition
  has impacted us dramatically already, and the
  worst may be ahead of us.
• Although a few contracts have been adjusted, the
  fact that we have not lost any contracts is quite
  a testament to both our participants, and their
  Trainers.
• Staff turnover is at an all time low.
• Last fiscal year, each department was given the
  go ahead to select a Resource Coordinator. This
  role would ultimately be responsible for training
  all new staff for their respective departments.
  This has worked very well. The CDS/Effective
  training courses utilized in the first two weeks
  of employment are intense. They provide an
  excellent foundation for those that have never
  been exposed to our population, as well as,
  people that have served individuals with
  developmental disabilities. Additional
  trainings/courses are provided periodically
  throughout the next 22 weeks. New employees have
  indicated that the content of the training
  curriculum has helped them a great deal.
• As we enter the next fiscal year, well be
  examining the services provided to both internal
  and external customers, in hopes of improving
  them.
• Contract development is always a major priority.
  Wed like to put more WLS and CTP referrals to
  work.

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• InAlliance
• Health Safety
  
  2008/2009
• Annual Summary and Recommendations
• Summary
• The agency had a total of eighteen workers
  compensation claims. Our experience modification
  rate going into the 2009/2010 fiscal year is .100
  which is up from .75 the year before.
• Emergency drills and worksite safety briefings
  are being conducted on a quarterly basis. Safety
  inspections of worksites and households are
  conducted on an annual basis.
• Staff receive Driver Safety training, CPI
  training, and Special Incident Report training.
  Specific training is provided to Supported Living
  staff with regards to lifting and the use of
  specialized equipment. Staff also receive van
  training which includes the proper use of tie
  downs to secure wheelchairs.
• Recommendations
• All injuries will be reviewed by human resources
  to determine whether it is a first aid claim or a
  workers compensation claim.
• Special Incident Reports have been reviewed by
  the safety committee and it was discovered that
  some reports were not required by the Regional
  Center. Program Managers will review reports to
  determine whether or not to send to the Regional
  Center based on requirements and/or need of
  information to be shared.

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• Community Training Program -1
• Summary 2008-2009
• Bill Carmazzi Program Director
• R-1
• Community Training Program 1 (CTP 1) continued to
  grow and experienced another fruitful year.
  Thirty-five trainers served over 40 consumers
  over the year on a day to day basis five of the
  trainers are Team Facilitators and one of the
  five has the role of Resource Coordinator within
  the department. CTP 1 also has two van
  maintenance staff as well as a trainer who
  teaches Philosophy and Ethics for the agency.
  Eight new consumers were served over the year.
• On a sad note, CTP 1 mourned the loss of Dorothy
  Johnson. Dorothy passed away on November 3rd.
  She was served faithfully by trainers Janet Mahoi
  and Ester Liban for over four months. Dorothy
  will be remembered for her smile, determination
  and courage.
• Contracts and direct hires from employers such as
  AppleBees (silver ware rolling), ATT (litter
  abatement), Carmazzi Inc.(recyling/shredding),
  Hope United Methodist Church (janitorial),
  Majestic Realty Group (janitorial), North
  Sacramento United Methodist Church (janitorial),
  Round Table Pizza (sign waver/dishwashing), RT
  (litter abatement), Tap Plastic (janitorial),
  and Towe Auto Museum (janitorial) continue to
  provide 29 of our consumers with opportunities
  to work. Consumer wages range from 1.20 to
  8.00 an hour and work on the average of 5.5
  hours per week. In addition, 19 of our consumers
  are active at volunteer positions. Also, six of
  our consumers are enrolled and active as well in
  classes in the Los Rios Community College
  District (SCC).
• Customer service and delivering our services to
  both our internal and external customers
  continues to be an emphasis in CTP 1. Staff
  prioritize the development and nurturing of
  positive relationships with ACRC and other
  external customers (Board and Care homes,
  Parents, ILS agencies, SLS agencies, etc.) in
  addition, providing and delivering services that
  were skill based, structured and rich in
  inclusion remained high on the list. A Team
  centered approach, a positive and enthusiastic
  attitude, and serving our consumers with the
  whole-person in mind has been the motto for the
  past year.
• CTP 1 continues to benefit greatly from having
  the Resource Coordinator position filled by
  Elizabeth England. The position, which was
  developed in February of 2008, has made a
  tremendous impact on the department not only with
  the training of new and existing staff but also
  with monitoring the progress thus raising the
  level of accountability in the areas of
  documentation and services provided to our
  consumers out in the community.
• Dr. Joel Johnson has provided psychiatric
  services for four of our consumers in CTP 1.
  Diana Carlyle continues to provide emotional
  support services as well as small group
  facilitation for our consumers as well.
• As part of the CARF recommendation, the Consumer
  Advisory Committee was established several years
  ago. On an average, 8 to ten consumers in CTP 1
  were active participants in the committee.
• Over 40 of the staff in CTP 1 volunteered and/or
  attended InAlliances annual fund raiser, the
  Chef Challenge, at the Towe Auto Museum on June
  5th. The enthusiasm and commitment by the ETSs
  towards this cause and the overall mission of
  InAlliance was most evident.
• Projections for the coming year include a 5
  increase in new referrals, hiring 1-2 new staff,
  and added job/volunteer opportunities because of
  the efforts of our Contract Developer with
  attractive wages for the consumers.
• Finally, irregardless of the deficit of the
  California State Budget, the trainers and staff
  that make up the CTP 1 department at InAlliance
  remain committed and devoted to delivering
  services with expertise, compassion and
  integrity. InAlliance continues to be a most
  sought after agency for many who want to learn
  and grow in their careers in the social services
  field. As one ACRC Service Coordinator recently
  stated, my consumers at InAlliance are served
  with quality and show progress

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• Community Training Program
• Yuba City
• Summary 2008-2009
• Lori Jean Hatten Program Director
• This past year, Yuba City Community Training
  Program has transitioned greatly. We have
  increased client attendance and admissions by
  hiring four more staff working at least 20-40
  hours a week. We have developed positive
  relationships with Alta California Regional
  Center, home care providers, participants and
  community. In June 2008, we had 11 participants,
  by June 2009, we have 16 participants, with
  another participant starting July part-time in
  Auburn. In 2008-2009, we have maintained our
  employment for our participants with about 7
  consumers working on a weekly basis about 1-2
  hours a week with 1 of the 7 participants at 4-8
  hours a week. 3 employment sites are outside of
  In Alliance as straight hires. We have grown from
  11 staff to 15 staff. Our consumer profile is as
  follows 80 ambulatory with one participant
  with an unsteady gait) 80 verbal 20
  non-verbal. Our demographics are 46
  Caucasian, 27 Black, 27 Other (Hispanic,
  Asian, Indian).
• This year June 29, 2009, we will be moving to
  more accessible and affordable location for
  occupancy. It is larger than our current place,
  one level, and is right in the hub of downtown
  Marysville, providing opportunities for building
  community relationships.
• Yuba City Community Training Program presently
  serves participants with behavioral and physical
  challenges in the Yuba, Sutter, Colusa and Placer
  counties.

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HEALTH AND SAFETY SUMMARY
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Risk management summary

• InAlliance developed new strategies for risk
  mitigation and was successful in implementing new
  procedures throughout the agency. Probably the
  most significant change in staff training was the
  identification and training/retraining of staff
  who work with highly assaultive/aggressive
  participants in CPI, a course which teaches staff
  appropriate responses to assault. This training
  has resulted in less injuries to staff and
  participants in crisis situations. SLS Home
  visits included a review of house notes to
  identify any possible restraint being used in
  homes and redirect staff.
• SAFETRAK has been added to our van safety
  program, we have restricted out of town travel,
  and have revised policies and procedures for
  personal vehicles
• Workers comp claims increased for the year and
  have resulted in renewed training for managers
  regarding the differentiation of first aid and
  workers comp claims
• We have reviewed our annual insurance coverage
  and did no modifications other than property
  changes.
• We have changed our virus control to AVG which
  appears to have corrected the large amounts of
  viruses that were plaguing several computers at
  21st Ave.

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ACCESSIBILITY OUTCOMES
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Participant Survey Compilation Fiscal Year
2008-09 Paid Job 19 Volunteer 10
Satisfaction surveys are now done by phone,
rather than a written request. Of the 35
individuals surveyed, 6 failed or refused to
respond. While most responses were satisfactory,
areas of expressed concern were in the area of
communication with the job coach. These survey
responses are shared with staff in an effort to
improve on areas rated Fair and Poor
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Satisfaction Survey, contd.