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Productivity Tracking

All labor that uplifts humanity has dignity and importance and should be undertaken with painstaking excellence. – Dr. Martin Luther King. Productivity Tracking. Setting Expectations for Performance Achievement. Kathleen O’Brien, Ph.D. Gary Lynch, MA, LCADC Walden Sierra, Inc.

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Productivity Tracking

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  1. All labor that uplifts humanity has dignity and importance and should be undertaken with painstaking excellence. – Dr. Martin Luther King

  2. Productivity Tracking Setting Expectations for Performance Achievement Kathleen O’Brien, Ph.D.Gary Lynch, MA, LCADCWalden Sierra, Inc.

  3. What is Productivity Tracking? • How does it helps at the program level? • What can it do to promote a business environment in Addictions treatment? • Lessons learned and questions

  4. Business of Addictions • Performance • Accountability • Contract Compliance • Change

  5. What is Staff Productivity Tracking?

  6. Staff Productivity Tracking Measures the amount of time spent by counselors in direct client related activities

  7. Staff Productivity Tracking • The focus is on Direct Care Service (Billable Hours) • Different services provided by the counselors are equated to units of direct client service. • Establish a Point System to measure staff’s Actual Direct Care vs. the Expected Standard

  8. Why is Productivity Tracking important?

  9. Benefits to Productivity Tracking • Accounts for counselor caseloads • Details the workload of counselors at any point in time • Creates standards for counselor expectation • Counselors are provided with a clear understanding of their job expectations • Defines the workload as a standard for all counselors • Turns staff development and performance into a strength for the organization

  10. Benefits to Productivity Tracking • Identifies trends • Determines the current utilization with respect to the static capacity • Assists in identifying the status of employee development and training needs • Helps to determine strategic objectives for upcoming reporting periods. • Examine no-show rates

  11. Benefits to Productivity Tracking • Links to ADAA Outcome Measures • Ability to identify and measure productivity of staff and maximize funding opportunities ie. Enhancement grants. • Promotes a strategic advantage in the Business of Addictions

  12. “Whether it’s broke or not, fix it – make it better. Not just products, but the whole company if necessary.” – Bill Saporito, Time Magazine

  13. What does it take? • Resources • The Productivity Tracking Process takes time and effort. • Technology • Because no one wants to count that much! • Process • Establishing and maintaining an effective process • Buy In • Both Supervisors and Staff

  14. Productivity Tracking The Process: • Establish a Productivity Standard • Counselors submit the information • Data collection and processing • Reporting and evaluation

  15. The Process • Establish a Productivity Requirement or Standard • At Walden, the expectation for Outpatient counselors is 70% Direct Care Time

  16. The Process • Direct/Client related activities: Outpatient = 70% direct service time 100% = 40 points 70% = 28 points

  17. Related Findings Maryland Workforce Survey 2005 • Sample of 138 agencies in Maryland • Effort made to understand trends in Substance Abuse Treatment and the staffing trends in the industry.

  18. DIRECT CARE ___ Screenings ___ Diagnosing ___ Individual Counseling ___ Group Sessions ___ Family Counseling ___ Case Management ___ Referrals ADMINISTRATIVE ___ Training (participation) ___ Providing Clin Superv ___ Receiving Clin Superv ___ Overseeing Personnel ___ Paperwork ___ Meetings ___ Other Maryland Workforce Survey 2005 Survey question on Counselor Workload: What percentage of time do you spend in a typical week on the following activities?

  19. Counselor Workload Results

  20. The Process • Some adjustments apply: • Certain areas require more case consultation to reach the standard • Staff who are part-time need productivity requirements pro-rated

  21. The Process • Counselors complete tracking forms • Staff must be trained to use tracking form • Submitted weekly • Includes all time: • Direct Care • No Shows • Administrative (Leave, training, etc…)

  22. Walden/Sierra, IncSubstance Abuse - Productivity Form Units provided are entered for each category

  23. Walden/Sierra, IncSubstance Abuse - SAMPLE Units provided are entered for each category

  24. Productivity Form • Categories, developed by Walden, are very similar to those in the MD Workforce survey. • All administrative time is consolidated. • Currently, the form can be printed or emailed • Working to get the form into an web-based format to facilitate the processing of data.

  25. The Process • Data collection and processing • All forms are entered as hourly units into an Access Database • Reports are generated by converting the hourly units into units of direct care service

  26. Units of Direct Care Service

  27. “I’m all for progress; it’s change I don’t like.” – Mark Twain

  28. Sample Schedule – Adult Counselor

  29. Sample Schedule – Adult Counselor Expected Direct Care Points = 28 Detailed Points + Intake = 7 x 2 = 14 + Individual = 10 x 1 = 10 - Less expected no shows = 24 / 3 = -8 + Group 1-2 hrs = 6 x 2 = 12 36 points – 8 points for no show = 28 Total Points

  30. Sample Schedule – Adult IOP Counselor

  31. Sample Schedule – Adult IOP Counselor Expected Direct Care Points = 28 Detailed Points + Intake = 6 x 2 = 12 + Individual = 10 x 1 = 10 - Less expected no shows = -6 + IOP = 3 x 4 = 12 34 Points – 6 points for no-show = 28 Total Units of Service

  32. The Process • Reporting and Evaluation • Monthly Productivity reports are provided to supervisors and directors • Supervisors review caseloads and client placement • Supervisors give feedback to counselors in Clinical Supervision

  33. WALDEN SIERRA Substance Abuse - Units of Direct Care Counselor: John Q. (5 years experience)

  34. WALDEN SIERRA Substance Abuse Productivity Report Counselor:John Q. (5 years experience)

  35. Productivity tracking provides tools for Performance Evaluation Agency - Quality Assurance - Program Development - Outcome measures? Staff - Competency Development - Accountability

  36. Performance • Creates a shared understanding for reward and growth • Agency • Reach targets • Attain objectives • Staff • Meeting standards • Merit evaluation system

  37. Productivity Data Tied to Other Forms of Feedback • Monthly Productivity Tracking Reports • HATS feedback: • Counselor successful discharges as a percent of total • Supervision • Behavioral observation • Work sample review

  38. Strong Productivity Supports Strong Outcomes • Evaluating our agency at both the program and staff level to better position ourselves for future opportunities.

  39. Additional Measures of Performance • Client Satisfaction and Referral Source Surveys • The agency must provide a quality service not only to the funding source, but most importantly to the client. • Customer service and customer results. • Importance of maintaining positive relationships

  40. Point in Time Client Survey FY 2006 130 Clients Responded

  41. 1. How were you treated by our staff/personnel when you first contacted our agency?

  42. 2. Were you given an appointment within a reasonable time frame from the time you applied for services?

  43. 3. How well did your counselor explain the agency’s policies and procedures and answer all your questions about the treatment/education process?

  44. 4. How satisfied are you with the services you have received?

  45. Referral Source Survey FY 2005 22 surveys were returned * FY2006 Pending

  46. 1. It has been easy to access services at Walden/Sierra.

  47. 2. The Walden/Sierra staff responded to my request for services promptly.

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