ANNUAL REPORT 2015-2016

OUR MISSION

As a premier service provider, we passionately

ADVOCATE on behalf of individuals

with disabilities by creating

OPPORTUNITIES for them to

SUCCEED, to ACHIEVE,

to GROW, and to

be HAPPY.

2 | Annual Report 2015-16

HDC Strategic Plan Objectives - HighlightsObjective #1: Attract, retain, and engage a qualified participant/resident focused staff that is well aligned with our service mix.

Strategy: Implement more focused formal training for supervisors.• All HDC supervisors attended trainings to help them provide care, respect, appreciation and praise to employees. • The performance review form and process was revamped and supervisors were provided training on the new system.

Strategy: Continue to enhance employee on-boarding process and related training to include HDC culture and expectations. • A new applicant tracking system was implemented that moves applicants through the hiring process quicker and also improves efficiencies in

the Human Resources department.• The process for new staff orientation was revised to help new employees acclimate more quickly and to feel part of the HDC team.

Strategy: Continue to implement exit and stay interview/survey process and use feedback to make changes, as indicated. • The Retention Team introduced several new initiatives to gather information from current employees and those who are leaving employment

to help with the retention effort.• As a result of these projects, turnover rates in traditionally high turnover positions have decreased.

Objective #2: Ensure financial growth through more diversified revenue sources and fiscally viable programs and services.

• Operating expenses for FY 15 – 16 totaled $17,184,430.• Administrative/support services were 7.62% of total expenses.• Net subcontract income was $312,867.• Participant wages were $318,616.• Several people made provisions in their wills and included a bequest to HDC.

Objective #3: Successfully transition all aspects of the agency to become a premier provider and partner in the managed care environment.

• Medicaid funded services in Iowa transitioned to Managed Care Organizations (MCOs) in April 2016. HDC contracted with two of the three MCOs and have begun to build relationships with their personnel while learning their new processes and systems.

Objective #4: Proactively seek growth opportunities consistent with our mission and that address a wider community need.

Strategy: Develop a plan to grow community based services that are in line with our desired strategic direction.

• Within the Employment Services program, Prevocational Services was reorganized to emphasize obtaining work skills and learning those things that are necessary to successfully transition to community jobs. The 49 individuals involved with Prevocational Services this year achieved 87% to 90% of work skills, work attitudes, and work behavior goals, and 13 transferred to Community Employment as a result of this service.

• Of the 210 individuals involved in Employment Services, 142 worked on jobs in the workshop this year during 66% of available hours. They achieved 87% to 90% of work skills, work attitudes, and work behavior goals.

• Community Employment supported 43 people to obtain and maintain a job in the community and worked with 29 people who were actively seeking community work. HDC provided the majority of community job transportation for 43 people.

2015-2016 Expenses 2015-2016 IncomePersonal Independence Services

Employment Services

Community Residential Services

ICF/ID Residential Services

12.5%

15.5%

31.9%

40.1%

Other - 0.2%

United Way - 0.5%

Subcontract Income - 1.7%

State of Iowa - 0.3%

Participant Fees - 1.1%

Scott County - 3.6%

Title XIX - 92.6%

Annual Report 2015-16 | 3

• With a strong emphasis on community involvement, Day Habilitation services were provided to 193 people in Employment Services. While taking day trips, visiting museums and parks, attending community events, and participating in other community activities, 76% to 85% of individuals in this program achieved social, functional, recreation/leisure and community usage goals.

• Providing 124 people, who experience significant and/or multiple challenges, with individualized support and day habilitation services, the Personal Independence Services (PI) program helps individuals be as independent as possible while also stressing the importance of getting people out into the community. 71% of PI participants went on community trips at least one time per month. 100% of individuals participated in social skills activities, 100% of individuals with physical therapy goals made progress or maintained those goals, and 100% of individuals with communication skills goals, made progress or maintained those goals.

• The PI program saw an increase in the number of students who were served in that program this year.• Community Residential Services (CRS) offered 180 people a chance to live where they want and receive the support they need to be as

independent as possible in the community. In the Supported Community Living part of the CRS program, 99% of individuals maintained living in a supported community living site and 99.5% were satisfied with the services they were provided.

• Also part of the CRS program, respite services are provided for individuals who are living in a family home. 100% of families receiving that service were satisfied and 90% of respite requests were accommodated.

• With a capacity of 54 residents, the Residential Center (RC) provides a warm, nurturing home to individuals who experience intellectual, physical and/or medical challenges. The RC served 56 people throughout the year and maintained an average occupancy rate of 99%. During the year, 82% of individuals participated in community activities. While some people experienced significant health issues, 94% of residents were able to make progress or maintain skills on speech, occupational, or physical therapy goals, and 92% made progress or maintained their personal adjustment goals.

Objective #5: Ensure efficient and productive use of our human, capital, and operational resources.• Safety and security have been dramatically improved with a new comprehensive security plan that includes many new processes and

procedures to keep all HDC constituents and facilities as safe as possible.• A Technology Team was formed and has developed a technology plan that is a blueprint for tracking replacement and other technology

needs. • Thanks to a $25,000 grant from the Scott County Regional Authority, a $13,000 gift from the HDC Booster Organization, a $17,236 grant

from the Regional Development Authority, and several other generous individual donations, new wheelchair and passenger vans were purchased to ensure participants have access to their community and are able to go where they need and want to go. A staff person was designated as a Fleet Manager and a committee was formed to monitor vehicle usage, maintenance issues, and replacement needs.

• Because of the ongoing, generous support of donors, sponsors and event participants to the HANDS Auxiliary fundraisers, a $95,000 donation was made from HANDS to renovate and update the HDC group homes. In addition, group home bathrooms were remodeled to better meet the needs of the individuals in those homes with a $16,800 grant from the Scott County Housing Council through the Regional Development Authority and the Scott County Regional Authority.

• The Jaycees of the Quad Cities Sensory Path was poured at the Residential Center thanks to a tremendous $25,000 gift from Jaycees of the Quad Cities, a $15,000 grant from the Regional Development Authority, $5500 from the Easter Egg Scramble 5K Run/Walk, and many individual donors.

• The workshop received a makeover with new paint and new work stools thanks to a $19,140 grant from the Scott County Regional Authority.

• A $5988 gift from the Knights of Columbus Loras Council 532 allowed for the purchase of many participant-focused items.

• The North Scott Rotary made a $3100 grant to purchase a sit-to-stand lifting device, which improves safety for staff and participants during transfers.

• Many generous donors designated their gifts to “the greatest need”. Along with funds from generous bidders at the HANDS’ auction, these gifts were used to provide replacement windows at the Residential Center.

Objective #6: Improve communications throughout all levels of the organization.• Office 365 was launched, providing a much better means of communication within the organization for all employees.

Objective #7: Achieve strong brand awareness among HDC stakeholders and within the markets we serve.

• New mission, vision, and values statements were developed and presented to all constituent groups.

Objective #8: Maximize the talents of an enlightened, knowledgeable, and engaged Board of Directors and HDC support groups.

• “Mission Moments” have been included at each HDC board meeting to help the board members connect with the mission.

• Board meetings are being restructured to focus on the strategic plan and give board members the information they need to be most effective and to fulfill their role.

• The HDC Booster Organization continues to provide recreational events for participants, staff appreciation activities, fundraising events, and advocacy efforts.

• With their very successful fundraising events, the HANDS Auxiliary continues to have a major impact on the lives of people with disabilities at HDC.

Gender

0

50

100

150

200

250

FemaleMale

219

159

Characteristics of 378 Persons Served

0

50

100

150

200

55 a

nd o

lder

31-5

4 ye

ars

19-3

0 ye

ars

18 a

nd U

nder

166

105

9

98

Age

0

50

100

150

200

250

300

350

Oth

er

Asi

an

His

pani

c

Afr

ican

-Am

eric

an

Cauc

asia

n321

36

10 6 5

Race/Ethnicity

0

50

100

150

200

250

300

350

Oth

er

Brai

n In

jury

Autis

m

Visu

al/H

earin

g Im

pairm

ent

Cere

bral

Pal

sy

Men

tal I

llnes

s

Inte

llect

ual D

isab

ilitie

s

325

192 3 11 15

3

Primary Disability

4 | Annual Report 2015-16

The Handicapped Development Center does not discriminate with regard to race, color, creed, religion, sex, sexual orientation, age, national origin or ancestry, familial status, genetic information, or disability.

Accredited by Rehabilitation

Accreditation Commission for Employment &

Community Services

Proud Partner

Samantha BleyCameron DavidsonK. Daniel DeVriesJill L. DubinTodd GradyOscar Hawley

Greg KautzGreg KellerKevin L. KellyTom LiceaJody MapesDan M. MolyneauxScott Naumann

Dr. Teresa PaperJarod PowellJohn C. RichesMark RogersGary StolleySuzi Sundholm

HDC Administrative TeamJeff Ashcraft President/CEO Lisa Bohland Senior Vice President Carol Foster Vice President of Resource DevelopmentLinda Gill Vice President of ICF/ID ServicesBrad Whitesell ControllerHilary Spengler Human Resources ManagerTiffany Sprague Personal Independence Services Program DirectorCourtney Brankovic Community Residential Services Program DirectorKaty Decker Employment Services Program DirectorDan Logan Compliance DirectorEd Gohn Maintenance SupervisorAlexis Dykstra Executive Administrative Assistant

2015 - 2016HDC Board of DirectorsJeff Hassel, ChairScott Kurtz, Vice ChairmanThomas Bley, Vice Chairman

Chris Gallin, SecretaryJonna Schuler, Treasurer