Performance Indicators
  • Referrals-we did slightly better with a 2% increase.
  • Occupancy rate-continues at virtual capacity with 97%.
  • Length of stay-we have done really well here with state-mandated reductions. Reduced 25%
  • Discharges-discharges to less restrictive placements (parents, relative, TFC, adoption) have been great. 87% of our discharges are to less restrictive environments.
  • Medication errors-reduced by almost 39%.
  • Staff turnover-reduced by 58%. This is one of our lowest levels since we began tracking this indicator.
  • The State requirement for training hours is 40 for full-time and 24 for part-time with an additional 16 hours of SCM. Our full-time staff exceeded this on average by 19 hours and our part-time by 22 hours.
  • An internal evaluation of performance is conducted quarterly. 36 standards cross every sector of our operations and include programs, HR, facilities, development, food service, board, Executive Director, apartments and recreation. We achieved 32 of these standards, for 89% success rate.
Expenses
Administration $ 499,708
Development $ 265,405
Total Program Services $ 3,058,448
  - Residential Treatment $2,578,023
  - TFC $ 363,437
  - School $116,988


* The information presented here is taken from The Home’s budget for FY 2010. A final audited profit/loss statement for FY 2010 will be issued in November 2010. Both are available for public review.

Net Assets as reported in 2010: $9,432,089

Performance and Quality Improvement

Our PQI plan is in place to help establish an organizational culture of improvement. This improvement insures that we provide evolving high quality services to children and families. The philosophy of the plan is based on setting performance goals, measurement, and evaluation with stakeholder input and communication of results. We have a PQI plan which outlines the activities and is updated annually. A PQI committee of volunteer staff meets monthly to lead the plan implementation. Stakeholder participation in this plan is considered crucial. Stakeholders may participate in the process in many ways: submitting improvement ideas, serving on the PQI committee, completing an annual survey, or supporting our plan and culture. Anyone interested in the agency is welcome to participate in the above ways: such as staff, board, volunteers, parents, children, funders, and community partners.

Performance Indicators

Performance Quality Improvement Statement: At Diocesan Catholic Children's Home we are committed to provide quality care and services to our clients and their families.

Each department within the agency will exercise best practice in carrying out the responsibilities of his/her department. To insure that quality standards are being met, performance and target goals will be reviewed on a quarterly basis to comply with best practice standards.

DCCH believes in fostering a work culture that promotes commitment to the agency’s mission and values, pride and mutual respect among staff and encourages personal growth to ensure a culture of excellence.

Accreditation

The Home was the first residential treatment facility to become accredited by Council on Accreditation (COA) in Northern Kentucky in 1990. The Cabinet for Children, State of Kentucky now mandates that all private, child-caring agencies be nationally accredited. This is the sixth, successful time that the Home has sought and received accreditation and is effective through September 2014. The process involved a comprehensive review of human resources, financial and risk management, and continuous quality improvement as well as 39 service standards. These standards address a full array of child, family and behavioral healthcare issues including residential treatment, therapeutic foster care, and adoption. Link to COA’s website by clicking here.