Family-Managed Supports. A Guide for Families Hiring and Managing Staff

Transcription

1 Family-Managed Supports A Guide for Families Hiring and Managing Staff

2 How this Guide was Developed Family-Managed Supports: A Guide for Families Hiring and Managing Staff was developed in collaboration by the Northeast Alberta, Edmonton and Calgary Region Community Boards for Persons with Developmental Disabilities (PDD), with assistance from the Alberta Association for Community Living. Individuals and families shared their experiences so other families could make informed decisions about Family-Managed Supports and Private Hire arrangements. Acknowledgements The contributions of the Alberta Association for Community Living as well as the individuals and families who generously shared their stories, experience and advice are gratefully acknowledged Northeast Alberta Community Board for Persons with Developmental Disabilities, Edmonton Community Board for Persons with Developmental Disabilities, Calgary Region Community Board for Persons with Developmental Disabilities. Any production of this document in whole or in part requires consent of the copyright holder. For more information, contact the Northeast Alberta Community Board for Persons with Developmental Disabilities at PDD-NEAB ( ). 2

3 Contents About this Guide Part 1. About Family-Managed Supports The Funding Process Are Family-Managed Supports for You? Stories About Family-Managed Supports Part 2. Family-Managed Supports Decision Benefits of Family-Managed Supports Responsibilities of Family-Managed Supports Part 3. Planning Supports for Your Family Member Individual Service Planning Person-Centered Planning Areas of Planning Part 4. Your Role and Responsibilities as an Employer Finding the Right Staff Recruiting and Interviewing Potential Employees.. 38 Being the Right Employer Accounting Responsibilities Part 5. Monitoring and Accountability Monitoring Special Considerations Accountability Risk Management Resources Contact Information 3

4 About this Guide If you are considering hiring staff to provide supports for your family member with a developmental disability, then this resource is for you. Family-Managed Supports: A Guide for Families Hiring and Managing Staff provides an overview of the possibilities, as well as the responsibilities, associated with this funding option. Family-Managed Supports also known as Private Hire arrangements are becoming increasingly popular among families of adults with developmental disabilities. This funding option involves hiring staff directly and overseeing the supports, rather than obtaining supports through an approved service provider or a government-operated facility. Family-Managed Supports are a means to ensure that individuals with developmental disabilities and their family have more choice in the way their family member with a developmental disability receives the supports required to be included in the community and to participate as a full citizen. While most Family-Managed Supports are arranged and directed by family members, the individual with a developmental disability, a friend or someone else close to them may also fulfil this role. The Family-Managed Supports manual explains what this funding option involves, and discusses how you can hire and manage staff to provide the support your family member needs. It provides information about your role and responsibilities as an e m p l o y e r, and discusses matters such as monitoring, accountability and risk management. Working through this manual will give you a good understanding of what Family- Managed Supports involve, and help you decide if this is an appropriate option for you and your family. The Provincial and Regional Community Boards for Persons with Developmental Disabilities (PDD) in Alberta are pleased to provide this option. PDD encourages the development of innovative and creative support options, typically designed by families, which focus on the community inclusion of their adult family member with a developmental disability, and promote positive family relationships. 4

5 For families who select this option, PDD will provide guidance, assistance and support to make this choice successful. This resource is part of a suite of printed and online resources that PDD provides. (See the Resources section at the end of this manual for other useful resources.) In particular, if you are considering Family-Managed Supports, you should be familiar with the information provided in the following resources: Understanding Your Funding Options Person-Centered Planning: A Guide for Families of Individuals with Developmental Disabilities For more detailed information on Family-Managed Supports, contact your community s PDD office. The Alberta Association for Community Living (AACL) Family Voices Network is another valuable source of information and advice. The Family Voices Network can put you in contact with other families who have hired and managed their own staff. Contact information is provided at the end of this manual. 5

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7 Part 1. About Family-Managed Supports Family-Managed Supports: A Guide for Families Hiring and Managing Staff 7

8 Part 1. About Family-Managed Supports Family-Managed Supports is an arrangement where funding is provided to the family a parent, sibling, guardian or other person close to the individual with a developmental disability. They, in turn, hire staff and oversee the supports for their family member with a developmental disability. Funding may also be provided to individuals directly to manage their own supports. Family-Managed Supports include a range of possibilities. They can include arrangements such as While the possibilities that Family-Managed Supports offer are extensive, they may vary due to regional differences and budgetary realities. Your local PDD Coordinator can tell you about any limitations you may face in your area. brief respite care (e.g., hiring staff while the family has an evening out, a weekend away or goes on vacation), hiring staff so the family member can find and maintain a job in the community, hiring staff to provide a comprehensive array of supports. Family-Managed Supports may be provided in the family home, in another family s home or in the individual s own home. Family-Managed Supports can be provided in addition to agency-delivered services. Supports may include a variety of services, such as assistance with personal care; community involvement; and help with household duties, such as menu planning and grocery shopping, so the individual can live independently. Family-Managed Supports may be used to increase community participation and help with employment. Some families even employ several staff to meet their family member s needs. There are many types of arrangements for Family-Managed Supports. They are as unique as the individuals for whom they are developed. 8

9 Self-Managed Supports More and more often, individuals with developmental disabilities are managing their own supports. In these circumstances, the individual receives funding directly, and hires and directs staff to provide services in various ways. For more information on Self-Managed Supports, contact your local PDD office. The Funding Process When a person is over 18 years of age and meets certain eligibility criteria, funds are available from the local Community Board for Persons with Developmental Disabilities (PDD) for supports and services in areas such as independent living, employment and community involvement. PDD funds supports and services that individuals with developmental disabilities need to live, work and participate in community life. The process for receiving funding is described below. 1. If you are new to PDD, the first step is to determine Eligibility. To find out if someone is eligible, contact a local PDD Coordinator. (Contact information is located at the end of this guide.) 2. The second step is optional, but recommended. It involves developing a Person-Centered Plan a long-term plan (usually three to five years in duration) that focuses on the individual with developmental disabilities, their vision of the life they want, and how to support them to have an inclusive life in the community. 3. The third step is to obtain PDD approval and funding for supports. This step requires the development of an Individual Service Plan a short-term plan (up to one year), which sets out the services required over that period and their costs. PDD needs to approve the funding option and will negotiate the amount of funding required to provide the desired supports and services. 9

10 Are Family-Managed Supports for You? Family-Managed Supports require commitment, time and resources. To see if this might be a good option for you and your family, consider the questions below. Do you have... a good understanding of the type and amount of support your family member needs? time to hire and, if necessary, train staff? time to direct staff in day-to-day activities? time to oversee the work to ensure that high-quality, effective supports are being provided? the ability and time to take care of financial responsibilities like accounting and payroll, or contract someone who can do these for you? These responsibilities and others are discussed in more detail in the next part of this guide, Making the Decision to Choose Family-Managed Supports. For families who choose Family-Managed Supports, PDD will provide guidance, assistance and support to make this choice successful. In some areas, service providers are available to take care of the accounting and payroll responsibilities associated with this arrangement. 10

11 Stories About Family-Managed Supports Family-Managed Supports use a variety of ways to provide support to the family member with a developmental disability. Flexibility is key. Here are some examples: (Note: In some instances, names and details have been changed to protect the confidentiality of the family.) The Forrest Family Family-Managed Supports in an Urban Setting The Forrest family hired staff to provide supports to their son Jonathan when he moved to his own apartment shortly after high school graduation. The family was fully involved in the initial planning for this arrangement. Jonathan participated throughout the process, determining what his goals were and what support he needed to achieve them. The Forrests advertised for someone to help with household chores, shopping and menu planning, as well as to drive Jonathan to and from his workplace a total of four hours a day. Jonathan had a say in the final hiring decision. He chose Jason, a young man in his early twenties, who shared many interests with him and who had previously worked in the high school as an aide. Originally, the Forrests received funding from PDD for 20 hours of support per week, as well as funds for staff training and administration. Eventually, they decided to turn the administration of funds over to an agency, but retained the other responsibilities. The arrangement has now been in place for over a year and is working well. 11

12 The Robichaud Family Family-Managed Supports in a Rural Setting The Robichaud family lives in a small town in rural Alberta. Although there is a service agency in the local community, they have elected to use a Private Hire arrangement to provide supports for their daughter Christina. They currently employ two staff. One assists with daily activities and facilitates Christina s participation in community life. Another works as a job coach, assisting with her work at the second-hand store operated by the local service agency. (Even though Christina receives no paid supports from the agency, she works in the store and is paid minimum wage.) To g e t h e r, the arrangement works well. The family uses a financial management service to take care of the payroll responsibilities. Their daughter is involved in planning and managing the supports she receives and is happy with the arrangement. They all meet monthly to review the situation and make sure things are going smoothly. The Desjardins Family Family-Managed Supports for Life-long Learning The Desjardins family is well known in the Northeast community and their story is detailed on the web site, NorthEast Community Online ( The Desjardins family uses a combination of agency-provided services and Family-Managed Supports for their son Daniel. A local service agency assists with household tasks, menu planning and grocery shopping, so Daniel can live on his own in the basement suite where he s resided for the past two years. Daniel is a life-long learner. Since he completed the Police and Security Program at Grant MacEwan College a few years ago, he s been taking courses regularly for personal interest and development. This year he decided to tackle a course at Athabasca University, The Psychology of Criminal Behaviour. Taking a course by distance education, using a printed course package as well as the Internet, allows him to work at his own pace, when and where he wants. 12

13 To help Daniel succeed in his studies, the Desjardins hired Shauna Burke, a graduate student in the Masters of Distance Education program at Athabasca University and a part-time substitute teacher, who lives in their community. Shauna is well acquainted with distance education and meets with Daniel each week for a few hours. Between meetings, she spends time preparing materials so Daniel can learn more easily and shows him how to use assistive technology a reading program that speaks what is on the computer screen. Daniel has been making great progress and recently was proud to pass his first test the first time and he did it all on the computer while sitting in his living room! Donna, Daniel s mother, says this about Family-Managed Supports: One of the great things about Family-Managed Supports is that we have choices in the selection of our son s service providers. As well, it allows Daniel to feel very much in control of his own destiny, and affords him the opportunity to participate in his community as he wishes. Certainly, Daniel would not have had the opportunity to continue studying and learning, if it had not been for Family-Managed Supports. The Rovai Family Family-Managed Supports in Transition Sharon Rovai and her daughter Allison live on a small farm in Northeast Alberta. Sharon is a single parent. She spends her time caring for Allison, who is in her mid-20s, and operating the farm where she raises and trains horses. Allison has many challenges. She is in a wheelchair and requires feeding and daily care to maintain her health. Every weekend, Allison goes to stay at Karen s house. Karen has provided respite care for the family since Allison was a child. For the past several years, the Rovai family has received PDD funding to pay for this respite care in a Family-Managed Supports arrangement. 13

14 Recently, Sharon spoke with the Coordinator at the local PDD office, because she has been thinking about selling the farm and moving to the city to finish her university degree. They decided that the best arrangement for Allison might be to have her move to a Supported Home, where she would live with another family. (This is an option that families sometimes choose in a Family- Managed Supports arrangement.) Allison would live there on the weekdays and stay with Karen two weekends a month. She would stay with her mother on the other weekends, and there would be plenty of visiting as well. As this is a significant change for Allison, a transition plan is being put into place. Clearly the Family-Managed Supports arrangement is providing the Rovais with options and flexibility to meet their changing needs. The Johnston Family Strangers in the Home When Rosanne Johnston attended a session titled Strangers in the Home at the AACL Family Conference, she could definitely identify. For many years, her family had shared their home with a number of workers who provided supports to her son Matthew, now 21. They currently have three staff. They employ a core staff person John, plus two relief staff through a Private Hire arrangement. Rosanne is very involved in managing all three staff, and takes care of the payroll and accounting responsibilities herself. The support Matthew receives is helping him work toward his vision which his mother describes, with obvious pride, as a place of his own, a girl friend, a dog and a cell phone. She admits, My goals are more serious; I want him to learn to read. In support of this vision, John provides weekday support to Matthew, arriving at 8 o clock each morning and leaving when Rosanne returns home from work. John has a variety of duties. He assists Matthew with household chores, such as bed making, cleaning his room and doing his own laundry. He helps Matthew with banking and budgeting. These skills are needed to live independently, and Matthew is avidly working to take on more and more responsibility so he can live on his own in the near future. 14

15 Having a job is also important. Matthew has worked steadily for three years at a local grocery store a job that resulted from a work experience placement in high school. Three days a week, John drives Matthew to the store, and provides on-the-job help as needed. In addition, on Monday and Wednesday afternoons, John accompanies Matthew to a class at the Literacy Centre where he s improving his reading skills. Rosanne is encouraged by the progress her son is making in pursuit of this goal. In spite of all the benefits that having in-home support provides, there s a downside as well. Feeling comfortable in your own home can be a challenge when there are staff around. It can feel intrusive. Rosanne admits, Things like relaxing in a dressing gown are out of the question. You feel you always need to be on your best behaviour. She adds, But even though it may have some drawbacks at times, the benefits of Family-Managed Supports are many and the arrangement is certainly well worthwhile in terms of the high quality support my son receives. The Small Family Family-Managed Supports and Entrepreneurship The next time you re in High River drop by the Sheena s Sweets and Such candy store and meet Sheena Small, a local entrepreneur. This 18-year old dynamo is living her dream of owning a business and having a candy store something she has wanted since the age of six. We always told our children to follow their dreams, explains her mother, Orvella, clearly proud of her daughter s success. She adds, We have always wanted her to be part of the community and have opportunities just like anyone. And they have certainly succeeded. During high school, Sheena developed a business plan and, through the assistance of a Young Entrepreneurs grant from the federal government, was able to open her store. Funding from PDD helps provide some of the staff support Sheena needs to operate her store and to facilitate her participation in community activities. 15

16 Similar to the arrangement they had with Children s Services, the Smalls hire staff and use a Family-Managed Supports arrangement to provide services for Sheena. To assist her at the store, they have PDD-funded support for 24 hours per week, Monday through Saturday. For the remaining time each day, there is a part-time store employee who helps out. Sheena s support is unobtrusive, her mother explains. Her staff look like any other store employee. In addition to the 24 hours a week for employment-related services, PDD also provides funding for 12 hours of community participation. With these funds, staff are hired to promote Sheena s involvement in the community. As the Smalls live on an acreage, staff drive Sheena to town and accompany her to activities such as bowling night and jazzercise classes, shopping, banking and so on. The next step for Sheena is a place of her own. Orvella explains, Our goal is independence for us. And, with the start they have, there s no doubt they will get there soon! 16

17 Part 2. Family-Managed Supports Decision Family-Managed Supports: A Guide for Families Hiring and Managing Staff 17

18 Part 2. Family-Managed Supports Decision Managing supports on behalf of your family member is a major commitment, and the decision to do so requires careful consideration. You must weigh the benefits and the responsibilities associated with the option, and then decide if it is the best choice for you and your family. Benefits of Family-Managed Supports Family- Managed Supports is the only way I can ensure my son gets the quality of care I require. My son is happier when he has a say in choosing the staff that support him. A major reason why families choose Family-Managed Supports is that it lets them customize supports to fit the unique circumstances of their family member with a disability. It also allows the family to tailor services so that they sustain or enhance the role of family in the individual s life. For example, families may wish to remain the primary care provider for their family member, and hire staff to provide additional help when only one parent is home or they are away at work. Some families feel it is critical to have a primary role in directing the supports and services their family member requires. For them, the Family-Managed Supports option is the only way to ensure the supports fit both the needs of the individual and of the family as a whole. Other families feel that caring for their family member is their responsibility, and are unwilling to delegate this responsibility to others. Hiring their own staff is a way to fulfil that responsibility. Some families choose Family-Managed Supports because they feel they don t have enough involvement in the planning and monitoring of agency-delivered services. The Family-Managed Supports option guarantees them a direct say in their family member s supports. Sometimes, there is no approved service provider agency in the area. This is the case for families who live in remote areas of the province. For them, hiring staff to provide services and supports to their family member is the only option. F i n a l l y, the Family-Managed Supports option provides the opportunity for individuals with a developmental disability to have more say in and control over their supports. 18

19 One parent listed the following benefits of their Family- Managed Supports arrangement: Families can choose and have an influence over the workers who are with their family members this offers me a great deal of reassurance that my son is getting what we would like. [With Family-Managed Supports] my son can do things he enjoys, not necessarily what a set program requires him to do. [Family-Managed Supports] allow my son to participate in the community as any other community member. Questions to Consider Why are you considering using Family-Managed Supports? What are you hoping to gain by making this choice? With Family- Managed Supports, I can choose the person I want to care for my daughter. We have had the same worker for 16 years, providing 7-houra-day support. 19

20 Responsibilities of Family-Managed Supports The responsibilities of Family-Managed Supports are twofold. First, they involve the responsibilities of being an employer. Second, they involve responsibilities associated with planning and monitoring services. If you choose to use Family-Managed Supports, here are some of the responsibilities you will need to fulfil. You must have a good understanding of the type and amount of support your family member requires. You must plan adequately, particularly if your family member requires a great deal or a variety of different kinds of support. Person-Centered Planning is recommended, in which a vision, as well as goals and action plans, are determined. You must have enough time to hire and, if necessary, train staff. You need to provide ongoing monitoring to ensure that your family member receives appropriate supports and quality service. As Family-Managed Supports involve public funds, you must meet accountability requirements. You must follow proper accounting, invoicing and payroll procedures. Note: Many families use the services of an accounting firm or service provider to take care of the financial end of Family-Managed Supports. PDD funds are available to help with these services. Some regions have specialized contracts with agencies to provide this type of assistance. 20

21 In Family-Managed Supports arrangements, responsibilities are shared between the family and PDD. The relation between these responsibilities is discussed below. Family and Individual Determine needs Develop plans Meet obligations as an employer Recruit staff Hire staff Supervise staff Address training needs Ensure labour standards are met Meet financial obligations Determine payment options and periods Invoice PDD PDD Coordinator Help family define needs Assist with development of Individual Service Plan Ensure invoices are paid according to the Individual Service Plan Monitor the program goals identified in the Individual Service Plan The responsibilities of Family-Managed Supports are discussed in more detail in the remaining sections of this manual. 21

22 Questions to Consider How comfortable are you with the various areas of responsibility associated with Family-Managed Supports? Are there any areas in which you may need assistance? Are there areas you may consider delegating? Note these in the space provided below. Remember, you are not alone. If you decide to use Family- Managed Supports, PDD will provide guidance, assistance and support to make your choice successful. Some regions have developed mentorship opportunities with other families who are successfully managing supports this way. Assistance is also available from the Alberta Association for Community Living - Family Voices Network. See the Contact Information provided at the end of this manual for this and other regional resources. 22

23 Part 3. Planning Supports for Your Family Member Family-Managed Supports: A Guide for Families Hiring and Managing Staff 23

24 Part 3. Planning Supports for Your Family Member Planning is an important part of a successful Family-Managed Supports arrangement. Planning involves considering your family member s current situation, future goals, the steps toward these goals, and the activities and support required to make these goals a reality. It also requires planning to get what works best for your unique family situation. Individual Service Planning To determine the appropriate amount and type of support for your family member, PDD needs to understand what you hope to accomplish through the use of the funding. What is your family member s vision for the future? Where would they like to be in the next three to five years? What would they like to be doing? What do they hope to accomplish in the near future? What goals should your family member meet to help make this happen? These goals help determine the services required and set the stage for planning. Your PDD Coordinator can help you clarify your vision and work out the types and costs of the required supports and services. Generally, planning addresses six life areas. (These are discussed in more detail later in this section.) 1. relationships 2. personal growth and empowerment 3. community inclusion and membership 4. health and well-being 5. employment 6. home 24

25 Depending on your family member s particular needs, goals are set in as many of the life areas as apply. Then services are specified these are the supports your family member requires in order to meet these goals. Finally costs are determined. This information takes the form of an Individual Service Plan. The Individual Service Plan identifies the supports and services your family member requires, the costs of providing these supports and services, and the goals or outcomes to be achieved through the supports and services. The information in the Individual Service Plan is also used to monitor and evaluate the services your family member receives. Monitoring and evaluation will vary based on the amount of funding and complexity of supports involved, as well as your own preferences and need for assistance and contact. Examples of monitoring and evaluation activities include annual written reports, phone calls and meetings with your PDD Coordinator. This contact ensures that supports and services are working well, reviews progress toward achieving the goals that have been set, and determines if any changes are required. It is possible to make changes throughout the year if some component of the Individual Service Plan does not work effectively. Your arrangement with PDD is flexible to ensure that individual family needs are met. Your local PDD Coordinator can provide advice on ways to meet your family member s needs, and help you identify the types of services and supports required as well as the costs of these supports. 25

26 Person-Centered Planning Basically, planning is something that everyone does. It is certainly not unique to families of individuals with a developmental disability. All families plan in various ways, both formally and informally. Making plans for a special event, like a wedding or family reunion, or even planning a vacation or what to do next weekend, is something most families do. With planning, things are more likely to happen and go well. A planning approach called Person-Centered Planning is particularly useful for individuals with developmental disabilities. As its name suggests, Person-Centered Planning focuses on the individual. Services and supports are tailored to help them achieve their personal goals. Planning takes a longerterm perspective, exploring how the individual, family, community and funded supports work together to achieve the individual s goals. Person-Centered Planning is a process used to create a plan that includes a personal vision for your family member and the means to make that vision a reality. Person-Centered Planning may be a formal or informal process involving friends and family. Some families use a facilitator to assist with the process. Others are comfortable working through the process on their own using a resource, such as the multimedia resource Person-Centered Planning: A Guide for Families of Individuals with Developmental Disabilities. (See Resources section at the end of this manual.) Your local PDD Coordinator can help you access these and other resources, and assist with planning services and supports for your family member. Check with your local PDD Coordinator or the Alberta Association for Community Living for sources of professional support for Person-Centered Planning. Watch for notices about Person-Centered Planning workshops or conference presentations that provide families with knowledge and skills in this area. 26

27 Although Person-Centered Planning is optional, it is well worth the effort. It is recommended that a Person-Centered Plan be developed with your family member, particularly when they require a large amount of PDD funding or a variety of services. Thorough and comprehensive planning helps ensure that your family member is included in the community and participates as a full citizen. Areas of Planning To assist with planning and setting goals, six life areas have been identified that are part of having a good life. As you review each of the following areas, consider your family member s current situation, any proposed changes, and whether services or supports are required in that area. Does your family member have aspirations for a better future? What are these and how might they be realized? Although not all areas may apply for your family member, consider each as you develop a comprehensive plan outlining their goals and the services and supports they require to achieve them. Relationships One of the most important life areas for individuals with developmental disabilities is the nature of the relationships in their life. Family and friends are important for helping to create a sense of belonging and value. They also provide access to a range of natural supports. When planning with your family member, consider the kind and variety of relationships they have, as well as the quality of these relationships. Are these relationships reciprocal (is there give and take)? How much time does your family member spend with friends and in other forms of relationships? Does your family member have adequate support to develop and sustain relationships? Is this an area where change is required? 27

28 Personal Growth and Empowerment This life area considers how your family member has grown, for example, in the responsibilities they have assumed, their decision-making capacities and opportunities, decisions they have made, and their personal responsibility for those decisions. Personal growth also involves self-confidence, a positive selfidentity and sense of self-worth, as well as independence and autonomy. When planning with your family member, consider their current situation. For example, Are they self-confident and comfortable taking on new challenges? Do they have enough opportunities for personal growth and empowerment? Do they wish to pursue new interests or travel? What kind of support, if any, is required in this area? Community Inclusion and Membership Relationships, personal growth and all the other dimensions of a good life are more likely to happen when your family member is included in community life. This life area requires more than presence in the community it requires membership and participation in both formal and informal activities. It is in this life area that the gifts and contributions of your family member can be recognized and valued. Planning in this area involves considering your family member s participation in community groups or organizations (formal and informal). Consider questions such as the following: Does your family member have a sense of belonging and connectedness to family, friends and community? Do they have enough opportunities to engage in community activities? Do they have volunteer roles in the community? Do they have the opportunity to engage in a range of cultural and leisure pursuits? What kind of support, if any, is required in this area? 28

29 Health and Well-Being This life area includes, but is not limited to, the fundamental elements of safety, personal security and physical health. It also includes the need for individuals with developmental disabilities to have a place to live and the opportunity to enjoy life. Planning in this area considers your family member s physical and mental health. How is their physical and mental health being maintained (e.g., nutrition, regular exercise, regular health care, counselling and emotional support)? Does your family member require support to have a safe lifestyle? How are issues of safety and protection from abuse addressed? Employment Employment is an important life area, as it ensures access to an adequate income. This area also includes the opportunity to continue education, to form a career identity and to secure meaningful employment. When planning with your family member about this area of their life, consider questions such as the following: What kind of employment do they currently have or would they like? How are their career aspirations being supported and realized? Are there opportunities to advance and learn? Is your family member employed in an inclusive workplace? Do they receive benefits and a competitive wage? Would they like to work more hours and, if so, how might this be realized? What kind of support, if any, is required in this area? 29

30 Home Having a home contributes to a sense of security a place from which to step into the world and retreat from it. Home also provides an essential means through which to express one s personal identity. A good home is a source of strength and comfort. When planning in this life area, consider questions such as the following: Is your family member satisfied with their current living situation? Is their home a place where they feel accepted for who they are? Does their home provide a sense of comfort, safety and security? If your family member is interested in home ownership, how is this being pursued? If they are sharing a home or apartment, do they like their roommates? Do they have a choice about with whom they are living? Do they have the choice to live alone? What kind of support, if any, is required in this area? 30

31 Questions to Consider How will you conduct the planning required for Family- Managed Supports? How can you ensure your family member is included in this planning? Are there areas in which you need further information, clarification or assistance? R e m e m b e r, you are not alone. If you choose the Family- Managed Supports option, PDD will provide guidance, assistance and support to make your choice successful. Assistance is also available from the Alberta Association for Community Living - Family Voices Network. See the Contact Information provided at the end of this manual. 31

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33 Part 4. Your Role and Responsibilities as an Employer Family-Managed Supports: A Guide for Families Hiring and Managing Staff 33

34 Part 4. Your Role and Responsibilities as an Employer The decision to hire your own staff is complex, because it involves taking on a new role the role of employer. Family- Managed Supports comes with business or management responsibilities. These include locating, hiring, training and managing staff, as well as the legal obligations of being an e m p l o y e r, such as working conditions, making income tax deductions, and meeting accounting and payroll requirements. Still, for some families, hiring their own staff is a desirable and realistic option. As you have learned, it is often the preferred choice of those who want a very direct say in how support is provided to their family member. When there is no service provider in the community, it can be the only option for families. This section outlines the responsibilities associated with being an e m p l o y e r. While at first these responsibilities may appear overwhelming, remember that assistance is available. In addition, some responsibilities, such as payroll or staff recruitment, can be contracted to a service provider. The information provided in this section is not intended to cover all possibilities. Rather, it offers helpful suggestions and recommendations related to your role as an employer. Finding the Right Staff Recruitment and hiring are the first steps in Family-Managed Supports. But how do you get the right staff employees who are capable, who understand your family member, and who are responsible, creative and pleasant to be around? To begin, it s good to have a predetermined idea or profile of the type of staff you would like to hire. Ideally, you should prepare a job description that contains the duties, qualifications and responsibilities associated with the position. While this job description may be amended as your family member s needs change, it provides a good starting point for choosing the right person for the position. 34

35 The skills and abilities you look for in a staff person should be determined by the needs of your family member and the Individual Service Plan. For example, if your family member needs support to find and maintain a job, you may want to hire someone who has done that type of work. Or, if your family member requires ongoing medical care, then you may be looking for someone who has assisted others with personal care needs. Values and attitudes are also important, as they influence people s actions, choices and priorities. Identify beforehand the values and attitudes you want to see in your staff. Keep in mind that further education and training can influence values and attitudes. For example, workshops or courses can help staff broaden their perspectives or increase the range of possibilities for enhancing community inclusion. Educational Background Qualifications are an important consideration. Your PDD Coordinator can assist you in exploring the staffing that best fits your family member s needs and goals. In Alberta, professional community rehabilitation workers have varying degrees of education, ranging from the Basic Skills certificate (which takes a few months to complete) to a two-year college diploma, through a four-year Baccalaureate degree. 35

36 Workforce 2010 An excellent resource for families hiring their own staff is the Workforce 2010 web site ( This web site contains job profiles and sample job descriptions, as well as helpful information on employment issues in the community rehabilitation field. If you don t have access to the Internet, visit the public library or ask your PDD Coordinator to help you access this information. We employ a neighbour on weekends when we have to work. He s been great at getting our son involved in community activities with others his age and introduced him to a lot of new interests. You might not know what you want in your worker, especially if you re new to hiring staff. Sometimes you think you have someone with the right qualifications, but you find out later that they re wrong for the job. I think certifications mean a lot. It comes down to proper training; it makes a world of difference. The people who have the training are usually in it because it s a passion. -- Father of a daughter with a developmental disability 36

37 Questions to Consider What kinds of skills and attributes are you looking for? What are your expectations? How can you ensure the staff you hire meet your expectations? 37

38 Recruiting and Interviewing Potential Employees There are many resources to assist in recruiting staff. These range from contacting local employment agencies or placing an ad in the local paper, to asking friends and neighbours if they know someone suitable. The local Community College or Human Resource and Employment office in your community may also be able to help you find suitable applicants for the position. In some cases, recruitment may done by an approved service provider in your community. They will recruit and screen staff, giving you and your family member the final decision on hiring. Once you have one or more potential employees in mind, schedule an interview. Ensure that your family member is involved in the preparations and interview process. Before the interview, make a list of questions to ask each applicant. For example, questions such as the following may be helpful: What is your view on community inclusion? How might you help my family member be more included in the community? What special skills or knowledge do you have that make you an ideal person to support my family member? How might you find a private hire situation challenging? How do you feel about working in my home? Once you have identified someone you wish to hire, consider doing the following: 1. check their references; 2. obtain recent Criminal Record Check and Child Welfare Check documents. If all turns out well, you are prepared to offer the position to your new employee and begin your journey together! 38

39 Criminal Record and Child Welfare Checks To help ensure the safety and security of your family member and home, you should consider requiring potential employees to provide up-to-date documentation that discloses their criminal record and indicates whether they have ever been involved in Child Welfare matters. Criminal Record check applications are available from the local police station or RCMP detachment. Forms for Child Welfare are available from the local Children s Services office. Only the applicant can apply for them. A fee is often charged for the application. Questions to Consider How will your family member be involved in the interviewing and hiring process? What kinds of things are they looking for in terms of staff qualifications, experience and characteristics? 39

40 Being the Right Employer Good communication is key to being a good employer. From the outset, be clear about the job and the duties involved. A written job description (the same as that used in the interview process) is a helpful way to make your expectations clear about what you require from the staff you hire. In addition to job descriptions, you may also need to write down and communicate other information. Define in writing the type of direct support to be provided and how to provide it. It is also a common practice to have policies that address the employee-employer relationship. Make sure both you and your employee are clear about things like The Alberta Association of Rehabilitation Centres (AARC) is a helpful resource in defining policies about the employeremployee relationship. Contact information is provided at the end of this manual. hours of work holidays sick time overtime pay schedule evaluation probationary period 40

41 Being Informed In your role as an employer, you need to be aware of legislation about matters such as workplace safety, hours of work, overtime and paid holidays. Legislation and regulations include the following: The Employment Standards Act (www3.gov.ab.ca/hre/employmentstandards) Canada Revenue Agency ( Workers Compensation Board ( Working Alone Regulations (www3.gov.ab.ca/hre/workingalone/index.asp) Families who manage their own services are considered employers and, therefore, are required to have a business number. To obtain this number, contact the Canada Revenue Agency at A Workers Compensation Board (WCB) number is also required. Call to request this. Feel free to discuss the legal requirements that go along with hiring your own staff with a PDD Coordinator to see if this is a viable option for you. 41

42 Supervision Good supervision can keep a good staff person on board for a long time. It can prevent difficulties and enhance the development of your family member. It is essential that you, along with your family member, monitor the work done by the staff you hire. Supervision can be accomplished in many ways. Supervising staff in your home is different from supervising someone in a regular workplace. However, although there are many unique considerations when you do so in your own home, supervision still comes down to providing direction, and monitoring to check that your directions are followed. The Resources section at the end of this manual contains information on supervising employees. Staff Recognition Don t neglect staff recognition it can make the difference between a satisfied and a dissatisfied employee. Good employers value staff and the work they do, as well as their effort and commitment. Your staff s contribution can be recognized through everyday thank-yous and more formal expressions of gratitude. Consider in advance how you will conduct staff recognition with your employee(s). Training and Development Good employers value ongoing training and professional development. Here is what one parent advised: When you hire your own staff, it s a good idea to make sure they participate in the local training events that PDD puts on, and even attend the regional conferences. Staff development benefits everyone. 42

43 Encourage and support your staff to continue their education, enrol in workshops or pursue other educational opportunities. Ask your Coordinator if funding may be available to assist with professional development and training of privately-hired staff. Family-to-family support and information sharing is an important and effective way for families to get information on what may appear to be complex or demanding situations. Many families currently manage supports for their family member. They have great ideas and insight into successful ways of doing Family-Managed Supports. Your PDD Coordinator or the Alberta Association for Community Living can connect you with families who are available as a resource. Questions to Consider How will you be a right employer? Are there any areas in which you need more skills or resources in order to be a good employer? If so, what are they? How might you get any assistance you need? In some PDD regions, training opportunities are provided for front-line staff. Families who manage their own staff are welcome to use these resources. 43

44 Accounting Responsibilities If you hire your own staff, you need to account for the funds you receive, and manage payments to staff. Accounting responsibilities also include providing monthly invoices to PDD for remuneration. It is recommended that you maintain a separate bank account for PDD funds to simplify accounting. Some families take care of these accounting and payroll duties themselves, while others contract them out. Each region has its own specific processes in this area. Consult with a PDD Coordinator, AACL, or other families to determine the best arrangement for you. Some families take care of the financial matters themselves. One parent described their arrangement as follows: We do our payroll twice a month the 1st and the 15th. At the end of the month, I do up our bills and the timesheets and I take that down to our Service Coordinator. Then funds are deposited to our account. From that account I pay our worker and Revenue Canada. Questions to Consider How will you fulfil the accounting requirements associated with your Family-Managed Supports Arrangement? Is this something you have the skills to do? 44

45 Part 5. Monitoring and Accountability Family-Managed Supports: A Guide for Families Hiring and Managing Staff 45

46 Part 5. Monitoring and Accountability As you have learned, monitoring and accountability are both essential for a successful Family-Managed Supports or Private Hire arrangement. This section provides more detail on these important areas. Monitoring Proper monitoring of the services your staff provide and the hiring arrangement itself, as well as the status and progress of your family member, is critical. Monitoring ensures the safety, security and development of your family member. Types of Monitoring Monitoring can take a number of forms. In its most basic form, monitoring can simply involve being observant. As you look around and view the arrangement on a day-to-day basis, consider questions such as the following: Is your staff providing the services required? Are they capable and pleasant while working with your family member? Are they punctual and reliable? Do they fit well into the home situation? How does your family member feel about their staff? Are they happy with the arrangement? How is your family member doing? Are they content and satisfied? Do you see signs that they are making progress toward achieving the goals in their Individual Service Plan? Monitoring can also be more formal. You can hold regular meetings or more formal check-ins with the staff to determine how things are going. In this way, small difficulties can be identified and resolved before they become major problems. Things that are going well can be identified also, and built or expanded upon to increase success or progress. 46