Challenge
Unlimited,
Incorporated
Mission: Provide opportunities for individuals with disabilities which will
assist them to live, work and participate in the community.
Fiscal Year 2011
OUTCOME MEASUREMENT
Executive Summary:
Challenge Unlimited, Inc. is a community rehabilitation company that is mission and business
focused; where customers’ and Employees with Disabilities, wants, and expectations drive
employees to attain positive outcomes.
Challenge Unlimited, Inc. is:
 a company that has an aggressive growth strategy; one that grows business to achieve
the organization’s mission, and one that is able to actualize its planning to generate
consistent results…

a company whose financial security is dependent on its management skills, and seeks
alternative funding sources to lessen reliance on state and federal government funding…

a company that provides superior rehabilitation and support services to Persons Receiving
Service resulting in greater opportunities for independence, community awareness,
community integration, and employment…

a company where all implemented systems and methodologies are developed to achieve
excellence, and are replicated at every location to provide consistency and seamless
transition throughout the organization…

a company that manages projects for quality efficiency, and profitability…

a company that promotes a fun and learning environment conducive to employee’s
growth and development.
For more than 50 years Challenge Unlimited, Inc., formerly known as Specialized Services, has
been committed to the inclusion of individuals with disabilities into mainstream society by
assisting them to obtain their highest level of independence.
As a CARF-accredited Community Rehabilitation Program (CRP) provider, the organization serves
hundreds of individuals through its community rehabilitation programs, community-integrated
living options, and contract services.
Headquartered in Alton IL, Challenge Unlimited, Inc. and affiliate companies Residential Options,
Inc., and Alpha Industries have become a multi-tiered organization.
Known for quality care, Challenge Unlimited has earned a remarkable reputation for providing a
full range of support services and has achieved excellence as a social entrepreneurial
organization. Challenge Unlimited is a partner of choice for individuals with disabilities and
businesses throughout Illinois, Missouri, and Wisconsin.
1
Developmental Training Centers
The organization’s two Developmental Training Centers are located in Alton and Swansea
IL. The centers provide a goal-oriented program in which socialization and work-related
skills are developed and maintained.
With a daily workforce of nearly 280 people, production and material handling projects
provide each individual the opportunity to develop their highest level of independent
functioning in a safe, caring, and productive environment.
With 75,000 sq. ft. of combined space and tow loading docks, Challenge’s production
subcontracting services have been the “right fit” for many companies.
Services include:
 Packaging
 Manufacturing
 Product Assembly
 Processing Services
From order fulfillment to kit assembly, a team of well-trained and expertly-supervised
workers deliver timely, cost-effective contract packaging services.
Community Rehabilitation
A wide range of services, supports, and opportunities are provided by the Community
Rehabilitation Department. Individuals with a documented disability and the desire to work
in the community bring specific skills to be matched with an employer’s needs.
Our dedicated Community Rehabilitation staff work to ensure the success of each individual
receiving services through a customized approach to supports and services. Employers
have confidence in knowing that they are provided with quality candidates.
Services and supports include:
 Intake/Recruitment
 Transition Services
 Placement Services
 Supported Employment
 Employment Enhancement
 Ticket-to-Work
Contract Services
Since 1978 Challenge Unlimited has provided award-winning facility maintenance and base
operation contract services to federal, state, and commercial sites.
The Contract Services Division is an integral part of the organization’s fiscal stability. The
division helps support Challenge’s mission while providing work-related opportunities to
individuals with disabilities.
As a proud member of the NISH AbilityOne Network, Challenge Unlimited has become a
recognized leader in the following industries:
2





Custodial Services
Recycling
Food Service
Mailroom Services
Grounds Maintenance
Using a team approach, Challenge acts in the customer’s best interest to deliver top quality
service solutions. Each contract site is managed by ISO certified Project Managers who
work to ensure customer satisfaction. The entire company is in the process of becoming
ISO compliant.
Residential Options
Residential Options, Inc. was established in 1989 as an affiliate company of Challenge
Unlimited to provide quality housing and support services to individuals with developmental
disabilities and mental illness.
Conveniently located throughout Illinois Metro East, eight and sixteen bed communityintegrated group homes offer safe and positive living environment that promote
independence and recovery with staff supervision.
Currently the organization provides housing for nearly 140 individuals with disabilities.
Residents are encouraged to become active members in their neighborhoods and engage
in all privileges and responsibilities of a typical home such as:





Cooking
Laundry
Cleaning
Gardening
Pet Care
Residential Options places a special emphasis on support services. Counseling,
transportation, dietary planning, and on-call medical services are essential supports that
are regularly provided. Residents are also taught how to utilize supports within their
community.
Alpha Industries
Alpha Industries in an affiliate nonprofit company that creates jobs and career
opportunities for individuals with and without disabilities by providing quality products and
services. Employees and persons receiving services work at businesses throughout the
community and at state and federal sites.
Tom Moehn-President/CEO
3
Human Resources-Staff Turnover
The company strives to reduce employee turnover and tracks it monthly. The 2010 nonlayoff turnover reports show a 44% annual rate for the combined three companies. The
current 44% annual turnover does not include temporary assignment employees such as
seasonal snow removal staff.
Analysis of the type of turnover shows that 69% of those leaving the company did so
voluntarily while the other 31% were terminated for cause or because leave of absence
time expired. The top 5 voluntary reasons for leaving in 2010 were:
% of All Terms
11%
10%
5%
3%
3%
Top 5 Reasons for Voluntary Terminations
Family, Personal or Health problems
Another job with better pay, better benefits, closer to home
and/or in field of study
Moved
Abandoned job or reason unknown
Schedule conflict with school, military or 2nd job
Challenge and its affiliate companies continue to conduct thorough background and
reference checks prior to hire and train all employees on the first day of the job and
subsequently during refresher training on proper communication and care of the clients
served.
The average length of service for those who termed in 2010 (excluding seasonal
employees) was 2 years at time of separation. The average service time for active
employees employed with the company remains at 5 years. Challenge Unlimited,
Residential Options and Alpha Industries combined employed 430 employees on average in
2010. Challenge served over 580 clients receiving services in one of its vocational
rehabilitation programs at the end of 2010. Residential Options serves over 130 clients
residing in and being provided with living assistance and personal care in one of the group
homes.
Client Grievances
No grievances noted.
Finance
Challenge Unlimited, Inc./Residential Options/and Alpha Industries were audited as of June 30,
2011. The combined organizations have a diversified stream of income to support its mission
through state, federal, and private contracts. By performing private contracts, Challenge
Unlimited and its affiliate companies generated over $32 million. Not only does this help
Challenge Unlimited become more self-sufficient, it boosts the economy by providing employment
opportunities for persons receiving services and decreasing dependence on government funding
for persons with disabilities.
4
Accessibility
The Board of Directors and the Administration of Challenge Unlimited, Inc. / Residential
Options / Alpha Industries is committed to the partnership required for removing
attitudinal, architectural, employment, transportation, communication, and any other
barriers to persons with disabilities within the agency and the community.
An Accessibility Plan addressing attitudinal, architectural, transportation, and
communication barriers to the agency’s programs and services, is reviewed annually.
Feedback obtained from the Persons Receiving Services is used to improve the accessibility
of programs and services offered. All programs and services within the agency are available
to persons to persons who meet eligibility / entrance criteria. When appropriate services
are not available within Challenge unlimited, Inc. / Residential Options / Alpha Industries
referrals are made to local advocacy agencies in the effort to provide individuals
appropriate and satisfactory services.
Reasonable accommodations are provided to enable individuals with disabilities to
participate in the agency’s activities and organizational committees in the roles of
employees, volunteers, and members of the Board of Directors. Persons receiving services
participate on various organization committees. They also participate in prospective
employee interviews and Employee Performance Evaluations. Persons receiving services
assist with revising policies and procedures and in revising the Employee Performance
Evaluation tool.
Challenge Unlimited, Inc. / Residential Options / Alpha Industries demonstrates
participation in community activities that promote opportunities for persons with
disabilities, as well as providing the community with information about various
opportunities. Giving back to the community is important to the organization and is
deemed valuable. There are continued efforts to inform the public regarding our services
and opportunities locally, state-wide and nationally.
Action plans are currently ongoing or have been completed on the following:
Architectural Barriers




The Custodial Building at Ft. McCoy does not have handicap signage. A request has
been submitted to the Base Contracting Officer to repair and/or remodel the existing
restroom to comply with ADA standards.
SAFB Building #700 is handicap accessible with side ramps leading to the doors.
The doors are wide enough for wheelchair accessibility. SAFB Contracting office has
been contacted requesting a renovation on the doors with automatic open doors to
the entrance of the building and the bathrooms. Meetings are held at the
Nightingale Inn which is completely assessable. Request #472186
Knob-type hardware is in use on the interior doors at SAFB Building #799. A
request has been submitted to the Base Contracting Office to replace existing
doorknobs to comply with ADA standards. Request #472210
Locks on accessible restrooms stall doors are of the twist type in SAFB Building
#799. A request has been submitted to the Base Contracting Office to
repair/replace these items. Request #472140
5



The Grounds Office and Recycling Office at SAFB are located in trailers and are not
handicapped accessible. Request #472235
The dining hall building entrance at Lincoln’s Challenge Academy in Rantoul, Illinois
is not handicap accessible with no handicap parking available outside of the dining
facility entrance. A request has been submitted to the Lincoln Challenge Budget
office to repair and/or remodel parts of the building to comply with ADA and Illinois
Accessibility Code standards. A handicapped sign will be placed behind the DFAC on
the east side for parking and that east side door is ramped for handicapped access.
The USDA Warehouse in Granite City, Illinois has one accessible entrance. The
interior and exterior door hardware and the restrooms are not in compliance with
ADA standards. A request has been submitted to request that the restrooms and
door hardware be upgraded to ADA standards. We received a response back from
Edward Schmiedeke that they are aware that the warehouse is not in compliance
with ADA standards. He says they are currently conducting a review of the situation
to determine what is required to bring the facility up to standards. Unfortunately
this will be a slow process and no completion date has been set.
Environmental Barriers

Environmental barriers are explored at time of intake. If adaptive equipment is
needed the individual may borrow from the Illinois Assistive Technology program or
the funding/referring agency can purchase the equipment for the individual.
Communication Barriers



Intake application for work and services are completed by the Director of Intake,
HRCR Coordinators, and other program staff by asking the applicant questions from
a standard form and answers are recorded for the individual by the staff member.
Individuals may bring advocates with them to the intake to help with
comprehension, support, or communication.
Communication sheets are given at the end of the intake session which explains
services, which may be provided to the individual such as a description jobs or
serves at Challenge Unlimited that applicant may be interested in.
TTD, interpreter, and other services are provided for hearing impaired individuals.
Email, Braille, and foreign language communications are available for people with
hearing, vision, or language challenges. Language interpreter is used to ensure
understanding in interviews or language challenges. Language interpreter is used to
ensure understanding in interviews or training. Computer programs for language
translations are often used in small settings for meetings or instruction. Supervisory
staff, rehabilitation staff or consultant with bi-lingual abilities can be employed as
appropriate provided confidentiality under law as maintained.
Financial Barriers

Funding sources are sought out for all clients to overcome financial barriers to
obtaining and/or maintaining services.
Attitudinal Barriers

Continuing education is provided to staff, media, and the community in disabilityneutral language.
6

The company promotes the abilities of persons with disabilities through participation
in training and on agency committees, external communications, speaking
engagements and community interaction.
Transportation Barriers





Intakes are completed within the community and at company sites which are
accessible to public transportation and to accommodate travel distances for the
individual. Intakes are also completed at other agencies and public places when
necessary to meet the transportation needs of the individuals.
Employment services are in part determined by the individual’s home location.
Employment opportunities are considered by the transportation needs of the
individual such as bus schedules and hours of operation.
Transportation training is sought for the individual through community agencies
such as Bi-State Metro, Madison County Metro, Impact, Linc, and other community
travel grants. The individual is provided with directions and bus schedules as
needed by the Director of Intake and other program staff. Referrals to outside
agencies are also available.
Intakes are completed within the community and at company sites which are
accessible to public transportation and to accommodate travel distances for the
individual. Intakes are also completed at other agencies and public places when
necessary to meet the transportation needs of the individuals.
Job Flexibility Barriers

Every attempt is made to accommodate the needs of the individual through
adjustment of work hours and work conditions.
For additional information on accessibility, contact the Safety Manager.
Safety
There were no issues related to Biohazardous Accidents, Sentinel Events, Use or Possession of
Weapons or Use of Possessions of Illicit Substances.
Challenge Unlimited, Inc. / Residential Options, Inc. / Alpha Industries is committed to providing a
healthy and safe workplace for all employees, clients and visitors. Our goal is to implement a
safety and health program that will eliminate workplace injuries and illnesses. Our safety
philosophy is that 100 percent of workplace accidents are predictable, preventable, and
unacceptable. This is demonstrated by our Zero Accident Culture (ZAC). Everyone in the
organization is responsible for wholehearted, genuine cooperation with all aspects of the ZAC
program.
The Good Catch Program allows everyone to participate in making the company a safer place to
work. Our object is not to place blame, but to correct any situation where there is a chance for
someone to be injured. This is our first and foremost concern. Every worker and their family
deserves to have confidence that the worker will not be injured in the course of their employment
with this company.
7
Workers Compensation
40
35
35
30
25
20
16
15
11
13
10
3
5
0
FY2007
FY2008
FY2009
FY2010
FY2011
Challenge Unlimited, Inc. / Residential Options, Inc. / Alpha Industries is committed to providing a
healthy and safe workplace for all employees, clients and visitors. Our goal is to implement a
safety and health program that will eliminate workplace injuries and illnesses. Our safety
philosophy is that 100 percent of workplace accidents are predictable, preventable, and
unacceptable. This is demonstrated by our Zero Accident Culture (ZAC). Everyone in the
organization is responsible for wholehearted, genuine cooperation with all aspects of the ZAC
program.
The Good Catch Program allows everyone to participate in making the company a safer place to
work. Our object is not to place blame, but to correct any situation where there is a chance for
someone to be injured. This is our first and foremost concern. Every worker and their family
deserves to have confidence that the worker will not be injured in the course of their employment
with this company.
The Safety Manager manages the company’s safety program and has an open door policy
regarding workplace safety issues. Employees are encouraged to try to work with their
supervisor to resolve any concerns. However, if the employee feels that the situation has
not improved, or he/she feels uncomfortable discussing the situation with the supervisor,
they may contact the Safety Manager. Employees may choose to identify themselves when
reporting the issue or the notification can be made anonymously.
There were no issues related to Biohazardous Accidents, Sentinel Events, Use or Possession of
Weapons or Use of Possessions of Illicit Substances.
8
Challenge Unlimited Technical Capabilities Overview
Challenge Unlimited, Inc., and its affiliated companies, has invested in a technological infrastructure
with the goal of facilitating improved communication and increasing organizational efficiencies.
I.
Scalable Network Infrastructure a) WAN (wide area network) components b) video conferencing capabilities c) remote and mobile location VPN (virtual private network) II.
Server Configurations a) physical servers b) virtual servers c) physical data storage III.
Staff Workstations a) traditional workstations b) thin clients c) virtual desktops IV.
Data Availability a) data storage and backup capability b) server and workstation battery backup c) administration and remote site power generators V.
Enterprise Level Applications a) server types and function b) current and future workflow description c) summary of major applications 9
Section 1 – Network Infrastructure Design
At the core of the infrastructure is an NT (Microsoft) based WAN network that joins remote sites
together and allows those locations to utilize combined communication systems and common
applications. The network is designed to be scalable and adjustable, with the ability to grow rapidly
when needed to accommodate multiple locations with varying FTE needs.
The network is comprised of conjoined data line services of varying types and bandwidths including
MPLS T1 circuits, DSL, ISDN, local cable, and most recently AT&T Uverse.
AT&T Uverse data lines provide an
increased quality of service that allows
our smaller locations to participate with
better quality and remote camera control
in various meetings and trainings through
the use of our video conferencing system.
These qualities are superior to standard
Skype or other various types of instant
messaging video communication.
Remote locations connect to the network directly or through its VPN (Virtual Private Network)
capabilities. This feature also allows offline locations to connect to the network through wireless
options provided by local Telco’s (AT&T, Sprint, Verizon, etc.). The variety of connections
provided makes it possible for both small and larger remote locations to be a part of the network and
share its features.
10
All smartphones in use have
the ability to connect to the
VPN network as well,
increasing not only the
standard communication
needs but also the ability to
reach a network application
or user workstation, if that is
desired.
Section 2 – Server Configurations The company server infrastructure is designed to supply enterprise level applications with 24/7/365
availability. Recently the company moved to a virtual server structure providing for rapid server
deployments and failover clustering services for high need servers. Virtual servers also meet the
needs of the corporate environmental goals, reducing power consumption and physical
storage. We currently run multiple server installations (16) on four physical servers:
11
Section 3 – Staff Workstations
In addition to virtual server operations, our user workstation strategy now includes not only
traditional workstations but also a growing number of thin clients and virtual desktops. This new
strategy allows us to rapidly deploy workstations and target them for specific use. Workstations
become simple terminals with minimal maintenance needs or setup that can be drop shipped to a
location and connected to the network and its servers by average users.
This type of connection arrangement allows us to centralize desktop management as multiple users
are setup and configured on a single server. For example, you need only install Microsoft Office one
time and it can be used by all users on the server with appropriate permissions and licensing. Again,
this type of configuration also helps meet company environmental goals as higher powered
computers are no longer necessary when using lower powered thin clients.
12
Section 4 – Data Availability
Physical data storage, up to 16 terabytes and scalable for growth, is available for data files, active
virtual server storage and library files. Data is backed up daily and weekly, depending on the
circumstance and type of data. Some server data files are backed up as frequently as every two
hours.
In addition to daily data backup strategies,
independent workstation services are supported
by appropriate UPS battery backup devices that
are designed to maintain operations or allow
for gradual shutdown in the event of a power
loss.
13
Server operations are supported by enterprise
level UPS battery backup systems which are
designed to keep systems operational during a
power loss.
Remote locations are equipped with
connections for mobile generators that can
supply power for basic functions during an
extended power outage.
The administration offices are equipped with a
higher capacity generator which is designed to
supply power to central server operations and
critical offices such as payroll during an
extended power outage.
Section 5 – Enterprise Level Applications Users have access to enterprise level systems and applications designed to promote improved
customer and client support. This is achieved by promoting safety and quality, efficiencies, attention
to global projects, improved internal and external communications, training services, and on demand
data availability. While the systems may appear to be separate, they are all designed to work
together for common goals.
14
Our suite of management applications as depicted create a core system designed to manage client
and customer relationships, physical plant issues, ISO compliance, and proper documentation.
15
Contact information and data on our
clients and customers can be maintained in
our CRM database.
Currently under development, our CMS
database will monitor all scheduled
service tasks, as well as accept service
requests or service failures. While these
systems are traditionally designed for
maintenance departments, our system will
work for all departmental help desk and
service ticket concerns.
Service failures, once reported, are
investigated and analyzed for root cause
using our ISO 9001 system. Once this
analysis is done, a corrective or
preventative action is put into place and
documented.
Once a CA or PA has occurred, the ISO
system documents the action, and any
supporting documents or new procedures
are recorded in the Sharepoint system.
This suite of management applications initiates proper communication with our clients and
customers, helps us stay on top of daily management issues, establishes a schedule for regular
maintenance, and provides a central storage area for documentation.
Our Sharepoint server, internally branded as ‘Sharing’, is the heart of the company electronic filing
system, and also serves as our intranet site. Regardless of location, each department has access to
file libraries specific to their needs, and they also have access to corporate documentation and
specific links such as internal Quality Surveys.
16
With the recent conversion of our accounting software, all of our major enterprise level applications
operate with Microsoft SQL databases, or are directly read-write compatible. This allows those
applications to ‘speak’ with each other via the native SQL database language, allowing them to
interact with each other in controlled workflows as well as provide structured query reports using
combined data from the multiple applications.
We are also always looking for
alternative or assistive
approaches to our systems and
any hardware we use with them
in order to accommodate our
users and workers.
A good example is our custom
designed time clocks which
provide audible and visual
prompts as well as multiple
methods to enter attendance
data.
The company website at www.cuinc.org conveys the story of our mission through corporate
documentation, news articles, explanation of our various programs and departments, current
activities, and much more. The site is continually developed to convey this information in an
interactive manner using streaming media, articles, photos, and an online employee application
service. Social media efforts (Facebook, Twitter, etc.) are being added to this effort. 17
In summary, the company’s technical capabilities continue to develop and grow as we expand into
different lines of business. Along with outside consultants, our in house staff includes those with
Microsoft and Cisco certifications with specialties and experience in network management, server
design and implementation, virtual machine management, database programming (SQL), media
development and graphics support, and general application support specialties.
Challenge Unlimited, Inc., and its affiliated companies, will continue to invest as necessary in a
technological infrastructure that meets the goal of facilitating improved communication and
increasing organizational efficiencies in order to perform our primary mission.
Risk Management
The company takes an aggressive approach to evaluating and analyzing any loss exposure to
the organization. The company has identified SAFETY as a risk exposure to the organization.
18
Therefore, we have developed a business plan (see the following pages) to address those areas of safety to include the following critical area:
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
Need
to
Update
Promote the
culture &
belief that
accidents are
preventable,
predictable
and
unacceptable
ACTIVITIES TO IMPROVE CRITICAL
AREA
ACTION PLAN
OWNR
DAT
COMPLET
FY 2011
Zero
Accident
Culture
Confirm Management Commitment to
Zero Accident Culture
complete poster
distribution
Safety
Mgr
create contract
FY 2010
Business Plan Strategy Session
Ongoing
Consult
ant
Address a Safety & Health Mission
Statement
Restart
All
Provide ZAC training for Management
Team
Restart
Consult
ant
Consult
ant

Conduct ZAC training for all Employees
Restart
Address Drug Screening Policy
Investigate policy
of random testing
with in-house
screening
Revisiting
purpose
Annual
Training
Annual
Training
Policy not
adopted
due to
company
liability
Mar
19
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
ACTION PLAN
Assess New Employee Orientation
Not Complete
Program
Include ZAC training in NEO and Annual
Training for ALL Employees and
Volunteers
Implement Employee Safe Work Practice
Agreement & Employee Safety Rules
OWNR
DAT
Debbi
McMah
on
2012
complete poster
All
complete contract
Include Safe Work Practice as a
parameter in ALL Employees’
Performance Evaluations
Mike review
current
performance
evaluations
COMPLET
Posters
Completed/
Contract
Pending
Completed
All
FY 2011
Establish / monitor effectiveness of your
Safety Committee (participation by ALL
levels of Employees)
Investigate CARF
requirements
regarding safety
committees
Safety
Mgr
Enforce Supervisor Accident
Investigation
Improve reporting
by enforcement
of Accident
Investigation
Form completion
John/
Stephan
ie
Brown
Ongoing
through
Senior
Safety
Review
Senior
Mgrs
FY 2010
Ongoing
Implement the Injury Review Process, with
management involvement and parameters
which trigger the IRP
20
Senior reviewed
as part of the
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
ACTION PLAN
OWNR
DAT
COMPLET
Good Catch
Review
Integrity
Based
Injury
Manageme
nt
Control the
Cost of
Compensatio
n
Educate ALL employees re. reporting ALL
incidents to their Supervisor
immediately and no later than end of
shift
Restart Program
Restart Program
Safety
Mgr
Ongoing
Ensure Rapid Internal Processing and
Reporting of First Reports of Injury to UH
Companies
Ongoing
Control LAGTIME:
Accident Investigations to Safety within
24 hours
From Safety to UH within 24 hours
Restart Program
Safety
Mgr
Maintain open and thoughtful
communication with injured Employees
Restart Program
Safety
Mgr
Annual
Training
Provide 24 hour / 3-point contact
Restart Program
Ongoing
Ongoing
Safety
Mgr
Ensure thorough Claims Investigation
and prompt payment of benefits and bills
Restart Program
Safety
Mgr
Facilitate timely Claims Resolution
Restart Program
Safety
Mgr
21
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
ACTION PLAN
OWNR
Diane
Awards
and
Incentives
Good
Catch
Provide comprehensive RN Case
Management Services
Restart Program
Enhance and maintain your Medical
Provider Network
Restart Program
Provide accurate monthly Loss Analysis
Reports
Restart Program
Safety
Mgr
365 days without worker’s comp injury
grand prize award of $25,000, and other
secondary prizes. Graduated program at
30, 90, 180, 270 days
Plan Approved
Tom
Monthly Employee Good Catch Award
restart
ZAC site of the year Award
Base on specific
criteria to be
developed w/
consultant
Team
Consult
ant
Management Commitment
Track usage by
monthly report
Develop Written Program
Complete
22
DAT
COMPLET
FY
2012
Safety
Mgr
Annual
Review and
Mtg
Feb
2012
Pending
achieveme
nt of 365
days
Mar
2012
Revisiting
currently
FY 2011. Ft
McCoy
Won in
2011
Team
Ongoing
Safety
Mgr
Get Date
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
Training Session for managers
Training Session for employees
Transition
al Return
to Work
(TRTW)
ACTION PLAN
On-going during
monthly training
OWNR
Safety
Mgr
Mgrs
COMPLET
Training
Schedule
On going
On-going by
Managers
Consult
ant
Create Good Catch Review Team
Currently under
review
Review all good catches
Currently under
review
Hold managers accountable for data entry
in timely manner (48 hours)
Consider making
an item on the
evaluation
HR
Complete
Stephan
ie
John
Leo
Promote cost- Confirm Management Commitment to /
Support of TRTW
effective and
appropriate
rehabilitation
and timely
return to
optimum
function and
regular job
duties for
injured
employees
DAT
Consult
ant
Speak
w/Leo
regarding
Need
Policy
creation
date
Same as
23
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
ACTION PLAN
OWNR
Evaluate / develop a formal TRTW Policy
including crossing departments as needed
to ensure productive Transitional Work
Complete
Stephan
ie
John
Confirm Department Manager /
Supervisor support of TRTW
Complete
Stephan
ie
John
Leo
DAT
COMPLET
above
Same as
above
FY 2012
entify Transitional Job Tasks in all
Departments
Introduce all staff to TRTW Policy /
Include in New Employee Orientation
Resident
Handling
Back
Injuries
Shoulder
injuries
Musculosk
6
Accide
nts
1.17%
4.4%
WC
Eliminate /
control
injuries
related to
Resident
Handling
Hazards
onfirm Management Commitment to Zero
Resident Lifting Policy
Create a job bank Stephan
of TRTW
ie
available
John
Leo
Stephan
Include in
ie
NEO..Under
John
review w/
Leo
consultant
Implement Zero
Lift Policy at DT
Centers
Need
confirmatio
n
Stephan
ie
Diane
FY 2010
Aug
24
Confirm date
LOSS
CAUSE
CRITICAL
AREA
el
Strains /
Sprains
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
Evaluate use of Resident Handling aids,
i.e., Gait Belts / Mechanical Lifts / Lateral
Transfer Boards
Evaluate and implement corporate/facility
Resident Handling Policy
Enforce a “No Tolerance” Policy re. lifting /
transferring Residents without assistance
Implement disciplinary process for noncompliance with policy
Assess implementation of a “No Lift”
Environment
Review Housekeeping Procedures
Flooring
Walkways
25
ACTION PLAN
Pilot no lift
program at Twin
Rivers
Develop and
Publish Zero Lift
Policy and
Procedures at DT
Centers
OWNR
Diane
DAT
2012
w/ Diane
Confirm
policy
creation date
Stephan
ie
Diane
John
Stephan
ie
COMPLET
June
2012
Pending
consultation
w/ Mike on
review
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
ACTION PLAN
OWNR
DAT
process
Floor Care Products
Mats
Cleaning Schedules
Employee Behaviors
Timely Placement / Pick-up of Wet Floor
Signs
Appropriate Footwear, etc.
Hold Department Managers accountable
for adequate Housekeeping in their
respective Depts.
Completed by
monthly and
quarterly safety
inspections
Evaluate need for Slip-Resistant Floor
Treatment in Bath Areas / Dietary Dept. /
other Slip Zones
Consult w/Mike
on action plan
Evaluate Dock Areas for Slip / Fall Hazards
Evaluate / implement Snow & Ice Removal
Plan
Evaluate Ladder Safety Procedures &
Compliance
Manual
Material
135
Eliminate /
Evaluate OJT / ongoing training re: Proper
26
COMPLET
Consult w/ Mike
on action plan
Each site
implements snow
and ice through
safety teams
Evaluating
Safety
Mgr
June
2012
John
Stephan
ie Diane
June
John
Stephan 2012
ie
John
Stephan
ie Diane
Chris L.
John
Quarterly
Inspections
by SiteComplete
Pending
consultation
w/ Mike
Pending
consultation
w/Mike
Safety Mgr
initiated a 3
month snow
incentive
plan in Dec
2011
Pending
LOSS
CAUSE
CRITICAL
AREA
Handling
Back
Injuries
Shoulder
Injuries
Musculosk
eletal
Strains /
Strains
Punctures
BBP
Exposures
Allergic
Reactions
Eye
Injuries
Chemical
Exposures
Burns
Laceration
s
INJ #
Accide
nts
26.37
%
42.42
% WC
BENEFIT/
EFFECT
control
injuries
related to
Manual
Material
Handling
Hazards
ACTIVITIES TO IMPROVE CRITICAL
AREA
Body Mechanics (Line of Strength) for ALL
staff
Evaluate Stocking/Storage Procedures
Evaluate Linen and Laundry Handling
Evaluate Heavy Lifting / Heavy Pushing or
Pulling Activities in all departments
Review Refuse Handling Procedure
27
ACTION PLAN
OWNR
current OJT
process and
documentation
for Operations,
Transportation
and Production
Management
Evaluate current
process and for
Operations,
Transportation
and Production
Management
Evaluation
Stephan
ie
consultant
w/Mike
John
Oct
Stephan 2012
ie
Pending
consultant
w/Mike
John
Oct
Stephan 2012
ie
Oct
John
2012
Stephan
ie
Diane
Pending
consultant
w/Mike
Pending
consultant
w/Mike
Oct
2012
Pending
consultant
w/Mike
Evaluating
current process
and for
Operations and
Production
Management
Evaluating
current process
and for
Operations and
Production
Management
John
DAT
COMPLET
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
Evaluate BBP / Sharps Safety / Exposure
Control Plan for all departments
ACTION PLAN
Evaluating
current process
and for
Operations and
Production Ma
Evaluate Latex Allergy exposure /
Evaluating
preventative measures for all departments
current process
and for
Operations
Evaluate Hazard Communication Program / Evaluating
MSDS training / employee awareness &
current process
compliance for all departments
and for
Operations and
Production
Management
Evaluate PPE program / training /
Evaluating
enforcement for all departments
current process
and for
Operations and
Production
Management
Evaluate Eye Protection Program / Eye
Evaluating
Wash Stations for all departments
current process
and for
Operations and
Production
Management
28
OWNR
DAT
John
Stephan
ie
Diane
John
Stephan
ie
Diane
John
Stephan
ie
Diane
COMPLET
Pending
consultant
w/Mike
Sept
2012
Pending
consultant
w/Mike
Sept
2012
Pending
consultant
w/Safety
Mgr
John
Sept
Stephan 2012
ie
Diane
Pending
consultant
w/Safety
mgr
John
Sept
Stephan 2012
ie
Diane
Pending
consultant
w/Safety
Mgr
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
ACTION PLAN
OWNR
DAT
COMPLET
Pending
consultant
w/Mike
Evaluate procedures re: handling hot foods
& liquids / working with steamer / steam
table in Food Service
Evaluating
current process
and for Ops and
Prod Mgmt
John
Sept
Stephan 2012
ie
Diane
Evaluate need / use of Cut-Resistant
Glove(s) Evaluate Machine Guarding
issues as indicated
Evaluating
current process
and for
Operations and
Production
Management
Verify
Maintenance
Training and
documentation
John
Stephan
ie
Diane
Assess for specific & written procedures to
eliminate exposure to severe injury from
machine / power tool operation or confined
space
John
July
Stephan 2012
ie
Diane
Pending
consultant
w/Mike
Verify Grounds
Training and
documentation
Jan 2011
Motor
Vehicle
Safety
Severe
Musculosk
40
Accide
nts
7.81%
12.12
% WC
Eliminate /
control
injuries
related to use
of CompanyOwned
Vehicles
Provide Defensive Driver Training for all
Drivers of Company-Owned Vehicles upon
hire / annually
29
Implement
Defensive Driver
Training Program
into Orientation
Debbi
Stephan
ie
John
Mike
LOSS
CAUSE
CRITICAL
AREA
eletal,
Head,
Internal
Injuries
Transition
al Return
to Work
(TRTW)
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
ACTION PLAN
Revise route checklist to include a scoring
system Complete checklist for all
Transportation routes to ID hazards and
update routes if necessary
This project
should be
completed for all
fleet vehicles
Assess equipment storage and
organization to facilitate material handling.
Assess status of
equipment
storage and
material handling
procedures
Assess the need for a Vehicle Monitoring
Service (camera, l
Vehicle
Monitoring not
currently needed
Promote cost- Confirm Management Commitment to /
Support of TRTW
effective and
appropriate
rehabilitation
and timely
return to
optimum
30
Complete
OWNR
DAT
COMPLET
John
May
Stephan 2012
ie
John
Nov.
Stephan 2012
ie
Consult
ant
Stephan
ie
John
Leo
Vehicle
monitoring
not needed
FY 2010
Complete
via policy
developed
LOSS
CAUSE
CRITICAL
AREA
INJ #
BENEFIT/
EFFECT
ACTIVITIES TO IMPROVE CRITICAL
AREA
ACTION PLAN
OWNR
DAT
COMPLET
function and
regular job
duties for
injured
employees
June
2012
Evaluate / develop a formal TRTW Policy
including crossing departments as needed
to ensure productive Transitional Work
Complete
Stephan
ie
John
Leo
Confirm Department Manager /
Supervisor support of TRTW
Complete
Stephan
ie
John
Leo
Complete
Aug 2012
entify Transitional Job Tasks in all
Departments
Introduce all staff to TRTW Policy /
Include in New Employee Orientation
Create a job bank Stephan
of TRTW
ie
available
John
Leo
Include in NEO
Implement TRTW
consistently
Stephan
ie
John
Leo
o
31
Complete
and
Ongoing
Intake and Recruitment
500
455
450
400
350
286
300
250
252
255
FY2009
FY2010
212
200
150
100
50
0
FY2007
FY2008
FY2011
In FY2011 Intake applications were completed with individuals who wanted to participate in
services including Community Rehabilitation, Developmental Training, or Employment Training
locations such as: Great Lakes, Rantoul, and Springfield, Ft McCoy, Ft Leonard Wood, Scott Air
Force Base and other sites. FY 2010 255 intakes were completed for Community Rehabilitation
Services for the Metro East Area, Developmental Training Services and the Ticket to Work
Program.
To complete an intake application, the staff meet with each applicant and their advocates to
obtain comprehensive background information. Information includes but is not limited to:
demographics, prior employment, diagnosis, entitlements, prior education, prior military,
individual support network, emergency contacts, precautions, accommodation needs, adaptive
technology needs, and agency sponsors. Challenge Unlimited had 1.0 full time employee (FTE)
staff to complete all applications for entry into the agencies Community Rehabilitation Programs
and for Scott Air Force Base, and other area locations. For each contract site location there is a
staff which is allocated to ½ Human Resources and ½ Community Rehabilitation Departments,
completing intakes and other necessary case file work.
In 2010 intakes for the Developmental Training Department was moved to the Director of DT
Services so that increased time was available for Placement Services and Ticket to Work
Departments. Due to a grant opportunity there were 3 additional staff added to the Community
Rehabilitation Department. These staff were working under the AARA Grant assisting students in
finding and obtaining employment. A total of 47 intakes were completed for the AARA Program.
These intakes were completed by the AARA Placement staff as well as the Director of Intake.
All applicants are screened by the Admissions Committee to determine the appropriateness of
placement in the desired program. The Director of Intake provides the committee with all
information related to the applicant. The Director of Intake obtains all documentation of disability
to enhance proper program match for the applicant. The Director of Intake is also responsible for
obtaining funding information for applicants.
32
Funding is critical for the continued financial success of the agency, applicants without funding are
referred to area agencies to assist them in obtaining funding necessary for programs and services.
Due to the need for individuals who are able to work on sites with few limitations as well as
individuals who are able to work on government worksites, the Director of Intake must screen
more applicants than available positions to ensure that the applicant pool contains enough viable
candidates for the positions.
There were an average of 6.81 intakes completed weekly in FY2011. In FY2010 there were an
average of 5.32 intakes completed weekly. In 2009 there averaged 9.69 intakes weekly as
compared to 5 intakes per week in 2008.
Community Rehabilitation staff participated in presentations to promote services and programs
such as the AARA program, which was promoted to the local area high schools, advocacy groups
and the local Division of Rehabilitation. Student IEP meetings were attended and classrooms
addressed and discussed the importance of working. An additional Job Club was created
specifically for students with disabilities.
The Ticket to Work Program was further developed during FY2011. A full time staff was hired in
May 2011 to increase ticket assignments and job development efforts. Prior to the development
of the Ticket to Work Program, the Placement Specialist and Director of Intake were overseeing
and completing duties of both Intake and Ticket to Work recruitment, plan development, billing,
service coordination and case management. Ticket assignments increased from 2 tickets assigned
to Challenge Unlimited to 16. 5 of these ticket holders were billable clients.
Total number of intakes for the Metro East area (including Madison, St. Clair and surrounding
counties):
Total Intakes:
AARA Intakes:
Ticket to Work Intakes:
286
47
40 candidates were screened
15 candidates were appropriate for the program
5 tickets assigned
25 candidates were not appropriate
Primary Diagnosis
19-ADHD/ADD
5-Anxiety D/O
6-Asperger’s
7-Autism
1-Asthma
2-Behavioral D/O
19-Bi Polar D/O
5-Blind/Visual Loss
3-Cerebral Palsy
3-CVA/Stroke
8-Deaf/Hearing Loss
11-Depression
93-Learning Disability
17-Mental Health
Secondary Diagnosis
4-ADHD/ADD
6-Anxiety D/O
10-Learning Disability
3-Down Syndrome
10-Depression
9-Diabetes
1-Hypertension
6-Mental Health
3-PTSD
1-TBI
1-Asthma
2-Mental Retardation
1-Hepatitis C
3-Substance Abuse
33
1-OCD
9-Schizophrenia
2-Schizoaffective
32-Mental Retardation
8-Seizure D/O
1-Substance
6-TBI
2-MS
1-Lupis
1-HIV
1-Kidney
2-Lung/COPD
2-Arm Amputation
2-Arthritis
14-Physical/Health
1-Schwans Diamond
1-Turners Syndrome
1-Poland Syndrome
1-HIV
1-Lung Impairment
3-Physical Impairments
2-Cerebral Palsy
8-Seizure D/O
3-Hearing Impairment
3-Vision Impairment
Demographics
County
81-Madison
9-Clinton
2-Bond
2-Jersey
2-Monroe
1-Randoulph
170-St. Clair
5-St. Louis
1-Washington
47-ARRA Referrals
45-Unfunded candidates who went to work on Challenge Unlimited sites
51-DRS Referrals for Placement
12-DRS Referrals for SEP Services
4-DRS Counselor would not refer for services
Race
77-Caucasian
103-African American
4-2 or more races
1-Native American
1-Pacific Islander
Living Arrangements (no specific numbers noted):
Natural home (living with family)
Independent
Shelter/Group home
Homeless
34
Veteran Status
0-Army
0-Air Force
1-Navy
1-Marines
Springfield (January‐June 2011)
2.5
2
2
1.5
1
0.5
0
FY2011
2-Total Intakes
Primary Diagnosis
2-Learning Disability
Referral Source
2-ERC
Rantoul (January‐June 2011)
30
25
24
20
15
10
5
0
FY2011
35
24-Total Intakes
Referral Source
15-Self Ad
3-Community Elements
3-Community Choices
3-DHS
1-DSC
Primary Diagnosis
10-Learning Disability
1-Seizure Disorder
1-Schizophrenia
1-Developmental Delay
1-Alcohol/Substance Abuse
1-Depression
1-ADHD
7-Bi Polar Disorder
3-Mild Mental Retardation
Great Lakes (January‐June 2011)
90
80
70
60
50
40
30
20
10
0
FY2011
Total Intakes-81
Referral Sources
27-DHS
16-Veterans Administration
19-Waukegan Township
5-Catholic Charities
8-North Point Resources
5-Kenosha Job Center
3-Ad/Self
2-Waukegan High School
36
Primary Diagnosis
16-Specific Learning Disability
12-Alcohol/Substance Abuse
15-Bi Polar Disorder
3-Deafness/Hearing Loss
2-Schizophrenia
3-Post Traumatic Stress Disorder
1-Asthma
1-Hypertension Retinopathy
1-Chronic Kidney Disease
17-Depression
4-Diabetes
1-ADHD
2-ADD
3-Obsessive Compulsive Disorder
Fort McCoy (January‐June 2011)
40
36
35
30
25
20
15
10
5
0
FY2011
Total Intakes-36
Referral Sources
Veterans Administration
Division of Vocational Rehabilitation
Ads/Self
Wisconsin Job Net
Client-Staff Referrals
Primary Diagnosis
12-Mental Health Impairment
8-AODA
6-Physical Disability
4-Learning Disability
37
2-Mental Retardation
1-ADHD
1-Diabetes
2-Blindness/Visual Impairment
Fort Leonard Wood 35
32
30
25
20
15
10
5
0
FY2011
Total Intake 32
Referral Sources
6-Alternative Opportunities
12-Choices for People
5-Vocational Rehabilitation
3-Employee Referrals
3-Self Referrals
2-School
1-Shelter
Primary Diagnosis
3-ADHD
1-Bi Polar Disorder
1-Cerebral Palsy
8-Learning Disability
2-Depression
2-Physical Disability
1-Feet Turned Around
1-Right Arm not Formed
3-Head Trauma/TBI
5-Mental Retardation
1-ODD
2-Panic Disorder
1-Cerebral Vascular Accident
1-PDD
38
1-Visual Impairment
1-Optic Neuropathy
Service Access
Referral to Intake Time:
Intake Applications for services are completed in a timely manner for all applicants interested in
services. General applications can be completed on line at the Challenge Unlimited website for
work opportunities for community sites. The Director of Intake or Program Staff obtain the
application and call the applicant to set up intake interview.
Referrals for services are generally made by a funding agency such as the Division of
Rehabilitation or a PAS Funding Agency such as DDS of Metro East, Great Rivers or Southern
Illinois Case Coordination. Employees and clients can refer candidates for services through the
Employee Referral Program. Self-Referrals are accepted as well. Ticket to Work is a Federal
Program where applicants are given information from Social Security and Maximus regarding
Challenge Unlimited as an EN for the Ticket to Work Program. Schools, doctor’s offices, churches,
family members and other agencies also refer applicants to the Director of Intake and other
designated staff for services with the agency.
Applicants are contacted by phone or mail within 2 weeks of receipt of application. To access
funding or services the applicants are given the DRS or other community agency information at
the time of the intake. DRS information is given to applicants by distributing the DRS brochures,
which describes services. The contact information is also given to applicants on the back of the
staff business card, this way they have Challenge Unlimited’s information available when they
contact the DRS office for an application.
When referrals are received from DRS and other funding agency offices for services, the
customers are sent a letter from the Director of Intake as a form of introduction. The letter also
contains all the information they will need for the intake (identification, benefits, etc.). The letter
also requests that the individual call the Director of Intake to set up the appointment. This letter
is sent out the same week the referral is received. The Director of Intake will also call applicants
to establish appointments, if the letter was sent, but no contact has been made by the customer.
Sometimes DRS counselors will contact the Director of Intake while the customer is in the office
to set up the appointment.
All DRS referrals and applications are reviewed at the following Admissions Meeting following the
appointment, even if the documentation has not been received. The applicants are then rereviewed once documentation or referral has been received.
The Transitional School to Work program students are met at the beginning of the new school
year to complete the Intake Application, create the program file for services at the Alton
Development Training. Referrals from Developmental Training services can be a formal packet
from the Developmental Disability Services of Metro East (DDSME) or the group home may call
and set up the appointment, at which time they provide a packet for services. After the intake is
completed the assembled file is forwarded to Developmental Training for services. The starting
date is then established by the Director of DT Services or the Case Manager.
39
Challenge Unlimited ensures that each department is working together to provide a timely process
from the time a referral is made to the intake so quality services maybe provided as soon as
possible.
Access Opportunity (Ticket to Work)
18
16
16
14
12
10
8
6
4
2
0
FY2011
Challenge Unlimited, Inc. is contracted with the Social Security Administration as an Employment
Network under the federal guidelines and requirements. Individuals that receive Social Security
or Supplemental Security Income disability benefits are able to participate if they are found
motivated and capable of fully participating in their employment search and can sustain their work
opportunity independently or with natural supports. Challenge Unlimited became an Employment
Network when the Ticket to Work program started.
The Ticket to Work program at Challenge Unlimited, Inc. is designed to assist individuals with
disabilities, who are unemployed or underemployed, in efforts to locate, obtain and retain
competitive employment. The program plan IWP is based on the ticket holder participation in all
aspects of goal planning and job search to the best of his/her abilities. The Placement Service
staff will provide support and assistance in resume writing, job seeking, employer contact, job
leads, applications, etc. Once an individual obtains employment, Placement Services Staff will
follow up with the individual and/or employer at regular intervals to review current work status,
earnings and to submit required paperwork to Social Security Administration. Challenge Unlimited
will provide support as needed within program guidelines. Follow up continues through 60-80
months as needed to report earnings to SSA and Maximus.
Referrals for Ticket to Work
Individuals seeking assistance to locate and retain employment can refer themselves for the
Employment Network list provided by Maximus and Social Security. Other referrals for services
can come from referred from agencies including, but not exclusive to, the State of Illinois
Department of Human Services various departments, One Stops/Illinois Employment and Training,
Mental Health Agencies/Mental Health Centers, Independent Living Centers, Community Colleges,
Senior Services, Private Rehabilitation Companies, Other Rehabilitation Agencies, etc., selfreferrals, walk-ins, and other Challenge Unlimited services.
40
To participate in the Ticket to Work services, a Ticket holder should be interested in pursuing
gainful employment to work toward earnings over SGA and want to work toward cession of
benefits.
The Ticket to Work program was further developed during the FY2011. 1.5 FTE are assigned to
Ticket to Work program. A full time staff was hired in May 2011 to increase ticket assignments
and job development efforts. Prior to the addition of the Ticket to Work Placement Specialist
position the Director of Intake was overseeing and completing duties both Intake and Ticket to
Work recruitment, plan development, billing, service coordination and case management. Ticket
assignments increased from 2 tickets assigned to Challenge Unlimited to 16. 5 of these ticket
holders were billable clients.
In FY2011, 24 tickets were accepted, 10 ticket holder applications denied service. During FY2011,
changes to the TTW program were made by the Social Security Administration to increase the
level of services that will be expected for each ticket holder.
Demographics
Diagnosis
2-TBI
3-Learning Disorder
7-Mental Illness
3-Mental Retardation
4-Physical
3-Vision
2-Neurological
Age
6
13
5
(19-30)
(31-50)
(51-64)
Race
13-African American
1-Hispanic
10-Caucasion
County
2-St. Louis
14-St. Clair
7-Madison
1-Macoupin
Gender
10-Female
14-Male
41
Goals for FY2012
1.) Interview and assign 7 tickets per month to the program for services.
2.) Place 8 TTW clients into employment opportunities quarterly.
3.) Add 5 new employer contacts monthly.
4.) 100% satisfaction of services based on the satisfaction surveys returned.
Developmental Training
400
357
350
300
348
325
311
270
250
200
150
100
50
0
FY2007
FY2008
FY2009
FY2010
FY2011
The Developmental Training Program is a goal-oriented program in which practical skills
are developed and maintained which provide opportunities for significant, non-work and
work related roles in the community. The program is designed to develop independent
functioning through the provision of training in areas of specific need.
The Developmental Training Program serves individuals with developmental, mental, and
physical disabilities in need of habilitation. The goal of the Developmental Training
Program is to maximize independent functioning, develop age appropriate behavior,
develop functional skills addressed in daily living, develop leisure time interests, provide
travel and mobility training in the community, develop or maintain communication skills,
develop appropriate grooming and health habits, train in food purchases, preparation and
nutrition, enhance and maintain physical and mental health, train in medication and
vocational training and provide referral and integration into other programs and services
upon progress and need. Opportunities are provided that allow individuals to decrease
dependence on paid services in order to increase self-sufficiency through the use of natural
supports via community resources. In addition, individuals receive opportunities and
support needed to participate in cultural activities of choice (customs, holidays, social
interaction, dietary choices, etc.).
42
Demographics
Developmental Training 325 Total Served
Diagnoses:
291-Mental Retardation
25-Mental Illness
7-Traumatic Brain Injury
2-Autism/Asperger’s
Gender:
141-Females
184-Males
Race:
265-Caucasian
58-African American
2-Asian
Living Arrangement:
9-Independently
256-Living with an Agency/Group Home
58-Home with Family
2-Shelter Care
County:
109-St. Clair
5-Clinton
187-Madison
18-Jersey
6-Calhoun
Age:
42
150
102
31
(19-30)
(31-50)
(50-64)
(65+)
REVIEW OF DT PROGRAM GOALS FOR FY2011
1.) Maintain participation in community integrated recreational and educational activities
at a minimum of 30% of individuals.
 57% of SDT clients had the opportunity to participate in at least one community
integrated activity on a monthly basis.
 90% of the PRS’ had the opportunity to participate in at least one community
integrated activity on a monthly basis.
43
2.) Continue to maintain census at both DT locations by providing quality services.
 FY2011, there were 114 clients who attended Swansea DT and 211 clients who
attended the Alton DT.
 FY2011, there were 325 PRS who attended both DT programs.
3.) Maintain satisfaction of developmental training services at 95% or better.
 Swansea and Alton were able to maintain 100% on the satisfaction surveys for
fiscal year 2011.
4.) Maintain number of substantiated abuse/neglect allegations at 0.
 Swansea and Alton DT had 0 substantiated allegations of physical/verbal abuse.
DT PROGRAM GOALS FOR FY2012
1.) Maintain participation in community integrated recreational and educational activities at
a minimum of 50% of individuals.
2.) Continue to maintain census (from 2011) at both DT locations by providing quality
services.
3.) Maintain satisfaction of developmental training services at 100%.
4.) Maintain the number of substantiated abuse/neglect allegations at 0.
Transition School to Work Program
7
6
6
6
5
4
4
3
2
1
0
FY2009
FY2010
FY2011
44
Three students returned from last school year’s program. All three students have shown
improvement socially and vocationally since beginning the program.
Three students started the program with the new school year. These students were
assigned to the Case Manager overseeing the Region III program.
Alton DT Case Manager attended IEP’s to discuss student’s progress at work, and to further
discuss opportunities upon leaving the program, as well to assist with linkages to other
adult service providers such as: Department of Rehabilitation Services, Transportation, etc.
At Region III program the students go grocery shopping, learn how to budget, plan and
prepare meals. They make their lunch daily for work and school. The students are
learning advocacy for their disabilities. They are specific to their disability. The students
are very proud of their pay checks they discuss how to spend them, ways to save, what to
do with the money, such as checking and savings accounts.
The DT Case Manager attended seven IEP’s this school year for students who may be
entering the program in the next couple of years. The DT Case Manager had the
opportunity to present Challenge Unlimited and the opportunities that are offered to these
students and their families. The DT Case Manager got the opportunity to meet and learn
about each of these individuals and their appropriateness for the program.
A presentation was given at Jersey Community High School to graduating students. DT
and Community Rehabilitation were represented at the presentation.
Demographics
Diagnosis
6-Mental Retardation
Age
6
(19-30)
Race
6-Caucasion
County
6-Madison
Gender
4-Male
2-Female
45
Vocational Assessment
8
7
7
7
6
5
5
4
3
3
2
2
1
0
FY2007
FY2008
FY2009
FY2010
FY2011
The purpose of the Work Assessment is to assess client work skills, behavioral skills and
social competencies needed for competitive or semi-competitive work. Evaluations provide
the funding agency, DRS counselors and program staff with a working knowledge of client
strengths and barriers in a work environment as well as support needed to promote
success in employment.
In FY2011 the average length of work assessment is 3 days a week for 2 weeks.
Each work assessment is funded primarily through the vouchers issued by the Division of
Rehabilitation. An assessment plan is completed prior to the start and a final report is
completed after completion. Challenge Unlimited is reimbursed for the completed
assessment.
In Fy2011, 2 individuals participated in work assessments: 7 individuals participated in
work assessments in FY2010 and 5 in FY 2009.
Demographics
Primary Diagnosis
1-Mental Retardation
1-Mental Illness
Review of Vocational Assessment Goals for GY2011
1.) Increase positive outcomes for clients completing an evaluation to 75%.
 Clients completed the evaluation program with 100% going to Supported
Employment or Placement Services.
2.) Clients completed the evaluation program with 100% going into Supported Employment
or Placement programs.
46
 The average number of days to complete an assessment was 6.
3.) Maintain the number of days in which to complete an assessment at 30 days or less.
 The average number of days to complete an assessment was 6.
4.) Maintain 50% of the clients who are considered positive outcomes should gain
employment.
 100% of the clients obtained employment.
5.) Maintain positive satisfaction survey responses at 95%.
 Satisfaction with services averaged 100%.
Goals for Vocational Assessment for FY2012
1.) Maintain positive outcomes for clients completing an evaluation to 75%.
2.) Maintain the number of days in which to complete an evaluation to 20 days or less.
3.) Maintain 50% of the clients considered positive outcome obtaining employment.
4.) Increase the number of clients in the Vocational Assessment program to 12 in FY2012.
5.) Maintain a positive satisfaction survey of 100%.
Placement Services
160
140
137
143
141
129
120
107
100
80
60
40
20
0
FY2007
FY2008
FY2009
FY2010
FY2011
Placement Services assist clients in locating, securing and retaining paid competitive or
semi-competitive employment. Placement Services are funded under the Division of
Rehabilitation Services (DRS) Base Performance contract based on competitive outcomes.
47
Placement Services offers clients the opportunity to learn and practice job-seeking skills in
order to secure employment based on their individual goals.
Placement Services staff provides job development with local community businesses,
follow-up once a client is employed for 90 days, with assistance with employment skills as
needed. The current contract for Placement Services calls for 44 competitive outcomes.
During FY2011, 1 FTE Placement Staff provided the majority of job placement and follow
up for the working client during this fiscal year. This was supplemented with 3 American
Recovery and Reinvestment Act (ARRA) Placement Specialist. The Director of Employment
Services and other Community Rehabilitation staff filled in the placement duties to support
the Placement Director to reach the 44 placement outcomes. The staff include the Director
of Employment Services .50, EEP Coordinator provided special assistance, Intake
Recruitment Director .25 and SEP Job Coaches provided specific supports as needed.
The average length for Placement Services varied depending on the client’s motivation to
work, vocational goals, local labor market, individual capabilities, and transportation. In
this year the economy provided less opportunities for placement and more competition for
all jobs as seen in the last year. Placement Services staff assist clients that live in 6
counties, mainly Madison and St. Clair counties, which is a radius of 50 miles in Illinois.
In FY2011, the Division of Rehabilitation counselors continued to refer individuals that have
increased barriers to work and are more difficult to place due to changes in the order of
selection of services to persons with most significant disabilities. Referrals also included
individuals who were not placement ready. DRS counselors would often refer persons they
were unsure could be placed or might need SEP to competitive Placement Services. This
was a way that the counselors might receive information back to make this decision. St.
Clair and Madison County referrals remained steady. Despite the increased needs of the
individuals referred for Placement Services, Placement staff must meet the DRS contract
for 44 placements to receive the full contract amount.
During FY2011, Division of Rehabilitation Services discontinued referrals to Challenge
Unlimited for the AbilityOne program because the wages could fluctuate due to time
studies and potentially drop below minimum wage. The wage changes did not meet the
definition of competitive employment under state and RSA definitions. This reduced the
number referrals to the Placement program.
In 2011, 59 participants of the 107 in the Placement program were placed into competitive
positions. Of these 59, 44 stabilized and reached 90 days on the job and were counted in
this fiscal year toward the contract, 15 clients continued employment into FY2012. 29
individuals placed into competitive jobs did not reach the 90 days stabilization. Clients left
the program for the following reasons: competitive employment, transfer to SEP program,
relocation out of state, not ready to participate in competitive employment, non-compliant
with program, no longer wanted to work with agency services, health-related issues, went
to school, and unable to continue to work for personal reasons.
48
Demographics
Placement Services 107 Total Served
Diagnosis:
7-ADHD/ADD
1-Autism/Asperger’s
8-Deaf
30-Learning Disability
15-Mental Retardation
33-Mental Illness
11-Physical
1-Traumatic
1-Visual Impairment

55 had secondary diagnosis
Gender:
74-Male
33-Female
Age:
7
66
29
5
0
(18)
(19-39)
(31-50)
(51-64)
(65+)
Race:
32-African American
75-Caucasian
Living Arrangement:
36-Independent
70-Natural Home
0-CILA
1-Homeless
County:
5-Clinton
37-Madison
58-St. Clair
1-Macoupin
1-Randolph
2-Washington
3-Monroe
49
REVIEW OF PROGRAM GOALS FOR FY2011
1.) Maintain an average of 5 clients placed at community based employment each month.
 There was an average of 64.5 placements per month. The economy contributed to
lower placements along with the inability to place DRS customers at AbiltyOne sites.
2.) Maintain an average of 65% of referrals placed leaving with a positive outcome.
 There was an average of 64.36% of referrals leaving with a positive outcome.
3.) Maintain 10 new employer contacts per month by Placement Services staff.
 New employer contacts averaged 13 per month, due to the assistance of the 3
ARRA Placement staff providing contacts.
4.) Maintain an average of 95% of positive PRS responses on the satisfaction survey.
 There was an average of 99% satisfaction with services
PLACEMENT PROGRAM GOALS FOR FY2012
1.)
Place an average of 5 clients at community based employment each month.
2.)
Maintain an average of 70% referrals placed leaving with a positive outcome.
3.)
Increase new employer contacts to 13 per month.
4.)
Maintain positive satisfaction survey responses at 100%.
Supported Employment‐Time Limited 110
35
30
33
28
28
25
21
21
FY2010
FY2011
20
15
10
5
0
FY2007
FY2008
FY2009
50
The Supported Employment Program Time Limited 110 (formerly Supported Employment
VIB) provides support to clients in locating and working at community worksites. Support
Services provided include on-site skills training and support, vocational counseling, case
management, job development, and employment planning. Job Coaching is provided at
the level and duration to ensure stabilization on the work site. Natural supports at the
community worksites are sought to promote fading when possible. SEP Time Limited is
funded under the Division of Rehabilitation (DRS) 110 funds which are federal funds.
Challenge Unlimited would like to expand the SEP services based on the overwhelming
need for Supported Employment. Reimbursement for services is based on direct service
hours performed monthly. One full time coordinator and 3.0 Job Coaching staff support
the participants in the Supported Employment program.
In FY2011, 21 individuals were served in Supported Employment Time Limited 110. In
FY2010, 21 were served. 6 left the program for the following reasons: 3 individuals were
unable to participate in services due to social barriers or transferred to DT services, 1 quit
lack of interest, 1 not able to maintain employment and 1 moved out of the area.
Demographics
Supported Employment Time Limited 110-21 Total Served
Diagnosis:
4-Learning Disability
9-Mental Retardation
1-Mental Illness
1-Hearing Impairment
1-Stroke
1-Post Brain Tumor
2-Autism/Asperger’s/PDD
1-Cerebral Palsy
1-Seizure Disorder

Secondary diagnosis 14
Gender:
17-Male
4-Female
Age:
17
(19-39)
4
(31-50)
Race:
4-African American
19-Caucasian
51
Living Arrangement
1-Independent
17-Natural Home
1-Shelter Care
2-CILA
County:
4-St. Clair
17-Madison
REVIEW OF PROGRAM GOALS FOR FY2011
1.) Maintain 60% of the clients enrolled in the Supported Employment Time Limited 110 program
for three months or longer being employed.
 An average of 76% of clients were employed.
2.) Maintain an average of 17 clients per month in the Supported Employment Time Limited 110
program.
 An average of 16 clients were enrolled per month.
3.) Increase the number of clients discharged from the Supported Employment Time Limited 110
program to natural supports to 50%.
 0 clients transitioned to employment with natural supports.
4.) Maintain positive satisfaction survey responses at 95% or above.
 Satisfaction with services averaged 100%.
Supported Employment Time Limited 110 goals for FY2012
1.) Maintain 60% of the clients enrolled in the Supported Employment Time Limited 110
program three months or longer.
2.) Maintain an average of 17 or more clients per month in the Supported Employment
Time Limited 110 program.
3.) Increase positive outcomes for discharged clients from the Supported Employment Time
Limited 110 program to natural supports to 50%.
4.) Maintain a positive satisfaction survey at 100%.
52
Supported Employment‐Conversion Program 39 12
11
10
8
6
4
2
0
FY2011
Supported Employment Conversion Program 39 recently was in funding and program
services. SAP Conversion is funded under Medicaid which limits the participants to be
persons with a developmental disability and meet the eligibility of Medicaid. Primarily
services offered are on the job supports and other supports that assist the client in keeping
community employment in an integrated setting. In FY2010 the State of Illinois converted
funds from a grant that could be used to provide services to many persons working with
Challenge Unlimited in paid employment into funding with a narrow scope of eligible
participants. 14 individuals were found to be eligible and 4 of these individuals transferred
to the Developmental Training program in FY2011.
Demographics
Supported Employment Program 39 served 11 clients.
Diagnosis
11-Mental Retardation

Secondary Diagnosis 9
Gender
7-Male
4-Female
Age
10
1
(31-50)
(51-64)
Race
4-African American
7-Caucasian
53
Living Arrangement
11-Natural Home
County
9-St. Clair
2-Madison
Supported Employment‐Extended Services
40
35
35
30
26
28
24
25
20
16
15
10
5
0
FY2007
FY2008
FY2009
FY2010
FY2011
Supported Employment Program Extended Services is a program that provides support to
clients in locating and working at community worksites. In July 2011, SEP Extended
Services funding was eliminated from the State of Illinois budget and DRS funded services.
Agency CEO approved that supports to Extended Service clients could continue unfunded.
SEP clients were asked if they wanted to continue supports once the program was
unfunded. All but one client wanted to remain eligible for SEP supports as needed.
Support services provided include on-site skills training, vocational counseling, case
management, job development, and employment planning. Job coaching is provided at
the level and duration to ensure stabilization on the work site. Natural supports within
community employment site are sought to promote fading. A total of 16 clients were
served throughout 1011.
Of the 16 participants in the Extended Services, 9 left the program for the following
reasons: 2 were transitioned out of the program to natural supports; 2 left the geographic
area; 1 left due to medical issues; 2 jobs were eliminated; 2 unable to keep employment
due to poor performance.
Demographics
Supported Employment Extended -16 Total Served
Diagnosis:
3-Autism/Asperger’s
3-Learning Disability
54
8-Mental Retardation
1-Mental Illness
1-Traumatic Brain Injury
Gender:
9-Male
7-Female
Age:
13
(19-39)
2
(31-50)
1
(51-64)
Race:
3-African American
13-Caucasian
Living Arrangement:
0-Independent
15-Natural Home
1-CILA
County:
6-St. Clair
1-Jersey
7-Madison
2-Clinton
REVIEW OF PROGRAM GOALS FOR FY2011
1.) Maintain an employment rate of 85% for clients in the Extended Services program.
 The employment rate averaged 90%.
2.) Meet the 166.25 hours of support.
 Provided an average of 173 hours per month in FY2011.
3.) Maintain 80% of client discharged from employment with natural supports to
competitive employment.
 22% of the clients were discharged to employment with natural supports.
4.) Maintain positive satisfaction survey responses at 95%.
 Satisfaction of 100% based on survey responses.
55
SUPPORTED EMPLOYMENT – EXTENDED PROGRAM GOALS FOR FY2012
1.) Provide support services based on the needs of the individuals.
2.) Maintain employment at 85% or more.
3.) Maintain 80% discharged from Supported Employment Services to employment or other
services.
4.) Maintain positive satisfaction survey responses at 100%.
Employment Enhancement Program
350
314
300
250
200
150
110
94
100
62
51
50
0
FY2007
FY2008
FY2009
FY2010
FY2011
The Employment Enhancement Program (EEP) is a program offered by Challenge Unlimited
providing case management and paid employment experiences while the employees with a
disability participate in the AbilityOne program and other community work opportunities.
Funding for EEP in Illinois includes the Illinois Department of Human Services Title XX
Donated Funds Initiative grant monies with matching funds from Community Rehabilitation
Services earned funds.
The Title XX funding provides approximately 30 clients per year with employment support
and case management. The EEP program also offers clients an opportunity to practice
work skills in a community setting while still having support as needed. The majority of
clients worked at Challenge Unlimited federal, state and private contracted worksites.
Under Community Rehabilitation services 4 Coordinators at 1.75 FTE provide onsite
support, and case management services. Operations staff onsite provide training and daily
supervision and support to workers in the EEP program.
In November 2010 all AbilityOne sites agency wide were transferred to the Community
Rehabilitation team to provide case management. In FY2010 EEP served 110 clients in St.
Clair and Madison Counties.
56
In FY2011 304 clients participated in community employment services at various locations
including Scott Air Force Base and surrounding area, Fort Leonard Wood, Missouri; Fort
McCoy, Wisconsin; Rantoul, Illinois; Great Lakes Naval Base Waukegan, Illinois; Springfield,
Illinois; St. Louis, Missouri.
Individuals participating in these work opportunities are trained by operations staff in the
various job duties of the work. Contracts include AbilityOne, State Use and private
companies. The work is primarily janitorial, food services, grounds, mailroom, warehouse
and recycling.
In FY2011, 89 clients left services from EEP. Reasons included 16 competitive
employment, 28 from contract cuts, 12 poor attendance, 9 medical reasons, 2 failed drug
test, 1 transportation, 8 relocation, 7 quit, and 5 unable to follow work rules.
Demographics
Employment Enhancement Program-314 Total Served
Diagnosis:
7-ADHD
3-Alcohol Abuse
10-Autism/Asperger’s
1-Chemical Dependency
2-Cerebral Palsy
81-Developmental Disability
1-Kidney Disease
69-Learning Disorder
95-Mental Illness
8-Physical
6-Seizure Disorder
9-TBI
Gender:
236 – Male
68- Female
Age:
Not tracked in FY2011.
Race:
90 - African American
202 - Caucasian
4-Hispanic
5-Native American/Alaskan
7-2 or more races
57
Living Arrangement:
Not tracked in FY2011.
County:
Not tracked in FY2011.
REVIEW OF PROGRAM GOALS FOR FY2011
1.) Continue working toward the goal of 15 clients referred to Placement Services or
competitive employment during the fiscal year.
 16 left for competitive employment.
2.) Continue working toward goal of 50% of clients being in the EEP program for 24
months or less.
 58% participated in the program for 24 months or less.
3.) Maintain goal of 75% of client earning wages or greater of the industrial norm.
 89.%5 client earnings above 75% of industrial norm.
4.) Maintain positive satisfaction survey responses at 95%.
 100% positive satisfaction responses on the survey.
EMPLOYMENT ENHANCEMENT PROGRAM GOALS FOR FY2012
1.) Continue working toward goal of 15 PRS referred to Placement Services or competitive
employment during the fiscal year.
2.) Continue working toward goal of 50% of PRS being in the EEP program for 24 months
or less.
3.) Maintain goal of 75% of PRS earning wages of 75% or greater of the industrial norm.
4.) Maintain positive satisfaction survey responses at 95%.
ARRA Youth Transition Services
During FY2010, Challenge Unlimited completed a RFP offered by Illinois Division of
Rehabilitation Services with federal funds under the American Recovery and Reinvestment
Act. Challenge Unlimited was awarded an ARRA contract to start August 2011. Under the
ARRA the funds were designated to pay for staff payroll including taxes and benefits to
provide the services, suspension and staff providing the services and for mileage incurred
to provide services. Funding allowed Challenge Unlimited to hire 3 Placement Specialists
who could provide services to students and youth transitioning from school to employment.
58
Under this contract award, our ARRA team was able to serve 37 youth with severe
disabilities. A total of 45 were referred to Challenge Unlimited. Out of 37 those served, 19
were placed into paid positions. 37 participants were provided services including job
seeking skills training through 1:1 meetings and group job club seeking and job keeping
meetings. Additionally, 7 participants transitioned to adult services including 5 to
Placement Services and 2 to SEP. 8 of the 45 referrals did not participate past intake and
did not respond to attempts to schedule meetings. 3 of the participants went on to a paid
training program for grounds work to learn all facets of equipment operation and
maintenance of equipment.
Placement Specialists provided assistance with application, company behavioral
assessments, and meeting potential employers. When the youth are called for interview
Placement Specialist met with them to practice interview skills to provide confidence for
stressful situation and best answers to give to employers. Placement Specialists attended
interviews with the youth. When hired Placement Specialists provided assistance with
orientation and computer based training which is difficult for many youth with disabilities.
ARRA staff met with managers and youth placed to maintain ongoing assistance to keep
employment once secured.
Placement Specialists provided youth and families referrals to agencies to help with various
personal needs. Referrals for Metro Travel training provided assistance to learn to use
Metro Bus and Metro Link safely and efficiently. Referrals were made to CWIC Benefit
Planners for assistance with Social Security and work questions.
The ARRA Placement Specialists provided feedback to DRS and to the teachers to help
them provide guidance to the students as they transitioned out of the program. Challenge
Unlimited provided services in several area counties including Madison, St. Clair, Clinton
and Jersey. By far the most referrals and services provided was in St. Clair and Clinton
counties based on the referrals from the Belleville DRS office from the Transition
Counselor.
As the onset of this project, the Challenge Unlimited staff including newly hired ARRA staff
met with the area Division of Rehabilitation Services supervisors and vocational counselors.
The area offices the staff met with were East St. Louis DRS, Belleville DRS, East Alton DRS
and the Madison County High School DRS counselor and staff. The ARRA staff met with
the area high school teachers and students in Special Education classes and provided
learning experiences to these students. The area schools that the ARRA staff approached
and met with were East St. Louis Alternative High School, Belleville East High School,
O’Fallon High School, Jerseyville High School, Breese High School and Bethalto High
School. The ARRA staff came to the high schools and met with the students and families
at times that were appropriate to the school day. The ARRA staff provided job club in the
O’Fallon Library which was nearby the local O’Fallon High School to encourage more ease
of participation for the students. The purpose of the job club model is to teach current
trends in job searching including behavioral interviews, online applications, goal setting,
how to contact the correct personnel to get results, etc. The student friendly job club was
designed to help students transition into community employment prior to leaving school.
59
This job club was offered at a time that was close to the end of school hours so students
could come directly from the school to the job club. Challenge Unlimited provided 2 staff
to provide extra help with applications. A second job club was provided in the Swansea
area weekly through the ARRA funding period and could be attended each Thursday.
ARRA staff traveled to the locations where youth lived to provide services and supports.
Each person received an Intake Application meeting with the completion of and Individual
Employment Service Plan to outline the goals of the job seeker. Each person was invited
to the job club of their choice. Individual meetings with the youth were planned with job
searches in mind. Challenge Unlimited ARRA program services provided job seeking skills
training and job development to the participants. Staff worked with each participant to
complete resumes and applications as well as community job searches with the staff to
provide assistance in getting interviews. Group as well as 1:1 services were offered.
Demographics
Diagnosis
3-Mental Retardation
27-Learning Disabled
1-Cerebral Palsy
5-Mental Illness
1-Asperger’s
Age
11
(18)
26
(19-30)
Race
1-Hispanic
7-African American
29-Caucasion
County
1-Jersey
6-Madison
26-St. Clair
4-Clinton
Gender
7-Female
30-Male
60
Residential Options, Inc.
144
143
142
140
140
138
138
136
135
135
FY2010
FY2011
134
132
130
FY2007
FY2008
FY2009
Residential Options operates five (5) Intermediate Care Facilities for the Developmental
Disabled (ICF/DD). There are currently eighty (80) beds in the ICF/DD program.
Each ICF/DD is located in the community and has a maximum of sixteen (16) Persons
Receiving Services, with 24 hour awake staff supervision.
Residential Options also operates eight (8) Community Integrated Living Arrangements
(CILA). Each CILA is located in the community and provides services for three (3) to eight
(8) Persons Receiving Services, with 24 hour awake staff supervision. There are currently
fifty-seven (57) beds in the CILA program. The ICF/DD’s are regulated by the Illinois
Department of Public Health and the Illinois Department of Human Services. Inspections
by the Illinois Department of Public Health are conducted regularly. At each facility,
trained staff assists and support Persons Receiving Services as they gain skills leading
towards greater independence in the areas of self-advocacy, self-care, communication,
mobility, learning, capacity for independent living, and self-direction. The medical director
is available 24 hours per day as are agency nurses. The use of community resources,
community integrated activities, spirituality, and cultural opportunities (customs, holidays,
social interaction, dietary choices, etc.) as well as maintaining friendships and family
relationships is a vital part of each facility.
Service Access
Time from initial contact to admission into Residential Options
It takes minimally a month (not including waiting for CILA funding) if there are no barriers that
delay the admission process. Some of the barriers that are run into are as follows:





Parents/Guardians do not want to admit right away.
Residential Options cannot get all the required documentation for the referral packet immediately.
Individuals needing to sign up for Medicaid or Social Security benefits.
Unable to confirm initial diagnosis criteria.
Playing phone tag with individuals involved.
61

Waiting on the Department of Human Services for CILA funding.
Residential Options completes the following process for screening referrals:








Receives phone inquiry and discuss services and availability and request packet.
Director receive/review referral packet.
Director reviews referral with Vice President and/or in PBL to make recommendations for
placement or denial or questions.
Schedule initial tour at group home to meet individual and discuss services offered and answer
any questions.
Schedule dinner visit for individual to meet the other residents at the home and vice versa.
Schedule overnight visit.
Schedule three night visit.
Admission
As discussed earlier in the document all departments involved in the admission process for
Residential Options works together to ensure each referral receives timely assistance through the
process so quality services can be provided as soon as possible.
REVIEW OF PROGRAM GOALS FOR FY2011
1.) Maintain/exceed utilization rate of 99%.
 FY2011 had an average of 93%.
2.) Maintain reduction/discontinuance of psychotropic medication usage rate by a minimum of 5%.
 Reduction/discontinuance of psychotropic medication usage averaged 1.2%.
3.) Reduce medication errors to a maximum of 5 errors per month.
 There was an average of 19 medication errors per month.
4.) Reduce substantiated abuse/neglect allegations to 0%.
 There was 1 substantiated incident of abuse/neglect.
5.) Maintain/exceed satisfaction of services to 98%.
 Satisfaction with services averaged 95%
RESIDENTIAL OPTIONS’ PROGRAM GOALS FOR FY2012
1.) Maintain/exceed utilization rate of 99%.
2.) Maintain reduction/discontinuance of psychotropic medication usage rate by a minimum of 5%.
3.) Reduce medication errors to a maximum of 5 errors per month.
4.) Reduce substantiated abuse/e/neglect allegations to 0%.
62
5.) Maintain/exceed satisfaction of services to 100%.
Demographics=Total 135
Primary Disability:
Developmental Disability=108
Mental Illness=27
Gender:
Female=58
Male=77
Race:
African American=25
Asian=1
Caucasian=109
Age:
18-22 years=5
23-64 years=109
65-79 years=19
80+ years=2
Area of Residence:
Madison County=135
Living Arrangement:
ICF/DD=82
CILA=53
63