The Jewish Family Service Association of Cleveland (JFSA) was experiencing high turnover for Ascentia’s part-time Direct Support Professionals (DSPs). Its own research indicated that for FY 2005, the full-time turnover rate was twenty-two percent (22%), the part-time turnover rate was sixty-six percent (66%), and the on-call turnover rate was one-hundred and twenty-eight percent (128%). With the hope of improving consistency and increasing the quality of care to its clients, JFSA contracted RNR Consulting to provide an analysis of the Ascentia DSP turnover rate and scheduling processes.

In order to analyze the factors that influence DSP turnover, RNR Consulting approached the project in two phases: Phase I consisted of data gathering activities that included interviews, focus groups and shadowing sessions with JFSA Ascentia Program staff and upper management. We also developed a job satisfaction survey solely aimed at assessing DSP perception about their jobs and their view of JFSA. The survey had common themes which included DSP perception about JFSA management, compensation, training, work environment, scheduling and communication. Phase II consisted of (1) data analyses from scheduling parameters utilizing statistical methods to determine the effect of age, client location and work status on DSP turnover, and (2) review of scheduling processes to identify inefficiencies, the VividCare systems audit to identify underutilized functionality, and the analysis of DSP job satisfaction survey.

Based on our findings from the aforementioned activities, RNR Consulting developed a list of issues and recommendations to be used by JFSA management. The list included focusing on lowering the DSP turnover through the adaptation of policies and procedures, utilization of scheduling system functionality, and improved communication with the DSP staff.