[Click on links for details about Marshall House, Slayton House, Prairie View and The Jean M. Nelson Award for Excellence (discussed at the bottom of this page)]
The individuals we serve and our location
We serve individuals with a broad range of intellectual disabilities:
- High functioning intellectually disabled, living independently; for these persons served we provide support in their own homes. Staff for in-home service currently are coming from Marshall House , in Marshall, Minnesota.
- High functioning intellectually disabled requiring residential living; for these individuals we provide residential care in modest houses, Marshall House and Slayton House, in quiet neighborhoods in Marshall and Slayton, Minnesota.
- Severe intellectual and physical disabilities; for these individuals, we provide an intermediate care facility (ICF), Prairie View, in Slayton Minnesota. Prairie View is divided into three apartments.
How we work with individuals and how continuous improvement becomes a way of life
Referral. Individuals are usually referred to us by the Minnesota Department of Human Services (DHS) county case managers. We are centered in Lincoln/Lyon/Murray County, but we have a state-wide licenses and reach. We currently serve individuals from Lincoln/Lyon/Murray, Pipestone, Fairbault, Swift, Renville, Jackson, and St. Louis Counties.
In addition to DHS referrals, individuals may be referred to us from treating medical and mental health professionals, parents or guardians, or the individuals themselves. Where referrals are made from such non-traditional sources, LRN introduces the referring party to the appropriate DHS county resource, for initializing of an application for case management. The county agency must determine that the individual has the diagnosis of intellectual disabilities, utilizing a standardized test for intellectual functioning, a social history and a medical examination.
Assessment and placement. Once referred, the individual is scheduled for a multi-disciplinary assessment for placement. A team composed of LRN program directors and senior staff, county case managers, parents or guardians, and representatives from the LRN Human Rights Advisory Board convenes a meeting with the individual to assess physical and intellectual ability level, social adaptation skills, emotional health, projected needs over a specific planning term. The case history is presented by the case manager and the discussion of needs centers on appropriate placement. The individual’s input into the process is vital to any final determination, and to this end the representative from the Human Rights Advisory Board helps ensure that interests of the person to be served are upheld. The alternatives for placement include in-home support, Marshall House, Slayton House, Prairie View, or perhaps none of the above, if it is deemed that the individual’s needs cannot be met without threatening the progress of the others in the facility community. The result of the assessment is: a statement of needs and service requirements, and a recommendation of placement. If Prairie View is recommended for placement, a physician is contracted to certify the need for admission, per DHS regulations.
Planning. Once a placement decision has been made, a coordinated support and service plan, or CSSP, is developed for each individual by an interdisciplinary team, within 30 days after admission. The pan establishes objectives to meet the needs defined by the assessment. Each separate objective is stated in terms of a behavioral outcome, with projected completion dates, with measurable indices of performance, in a prioritized developmental progression most appropriate to the individual, and address day training, as well as activities in the specified setting, whether a house for supervised living, or Prairie View.
Continuous improvement as a way of life Once an CSSP has been defined, the team of dedicated professionals supports the individual in his daily behavior toward achieving the measurable outcomes of his plan. The level of support ranges from daily reminders and a safe environment for those requiring little assistance, to slight queues or prompts to remember to do specific task elements, to active treatment, which is doing for the individual what he cannot do himself. Each time a task element is performed, it is recorded if the individual achieved his goal in behavior he manifested, such that a score of the number of times the task element or whole task was completed as planned out of the total number of attempts. This monitoring is then used in staffing meetings to discuss the individual’s progress. Based on results, decisions are made whether to continue with the program as originally defined, adjust the goals upward to the next level or reduce the goals to something more achievable. This is the quality perspective shown in the illustration.
Continuous measurement of performance against outcome-based goals, adjustment of resources and approach, and resetting of goals, leads ultimately to continuous progress for each individual.
Continuous improvement for staff: the Jean M. Nelson Award for Excellence. Continuous improvement requires continuous vigilance, feedback and follow-up by our team, a mind-set which ultimately becomes a way of life, not just for consumers, but our staff as well. We strive for excellence, which an elusive quality, because we move the bar upward each time we attain our goal. What was “excellent” yesterday, is today’s minimally acceptable performance. Each year, we recognize those in our staff who exceed expectations. We do so throughout the year in performance reviews and our Quality Improvement meetings. Annually, we make an award to those staff whose performance most exhibits the spirit and action of continuous improvement. For more information, see the page on the Jean M. Nelson Award for Excellence.