TAKING CHARGE: A HANDS-ON GUIDE TO PERSONAL ASSISTANCE SERVICES

Published by the Ohio Personal Assistance Services Coalition

through a grant project of the Ohio Developmental Disabilities Planning Council

TAKING CHARGE: A HANDS-ON GUIDE TO PERSONAL ASSISTANCE SERVICES

Development and publication of this manual was made possible through a grant project, Coordinating and Expanding Personal Assistance Services, which was funded under P.L. 104-183 in accordance with goals established by the Ohio Developmental Disabilities Planning Council through a program administered by the Ohio Department of Mental Retardation and Developmental Disabilities.

You have permission to copy material in this manual for your own use if proper credit is given. If you plan to make a significant number of copies, the Ohio PAS Coalition would appreciate notification so that distribution can be better tracked.

Various media and formats are available:

• Paper
  -Regular-size print
  -Large print
  -Braille
• Electronic text
  -Microsoft Word 5.1 for the Macintosh documents (native format)
  -Files converted to another word processor format
  -ASCII text files
  Note: The original text is set in a mixture of Palatino and Helvetica fonts. The entire document, with the exception of some of the Appendices, can be sent either on floppy disk or by e-mail.
  
• Audio tape

CONTENTS

ACKNOWLEDGMENTS
INTRODUCTION
WHAT ARE PERSONAL ASSISTANCE SERVICES?
GETTING STARTED
DETERMINING WHAT YOU NEED
WHO WILL PAY?
MAKING SOME DECISIONS

GAINING CONTROL

THE HIRING PROCESS

MANAGEMENT ISSUES 101

TAXES, TAXES, AND... YES... MORE TAXES!
PROTECT YOURSELF!

REDUCING THE STRESS LEVEL
DREAM AND REALITY
THE FUTURE: WHAT CAN WE DO ABOUT PAS?
IN CLOSING
PHONE NUMBERS
APPENDICES

Government forms
U.S. Immigration and Naturalization Service Form I-9, Employment Eligibility Verification [2 pages, including a listing of acceptable verification documents]

U.S. Internal Revenue Service Form SS-4, Application for Employer Identification Number [1 page]

U.S. Internal Revenue Service Form W-2, Wage and Tax Statement [1 page] SAMPLE ONLY, NOT FOR DUPLICATION

U.S. Internal Revenue Service Form W-4, Employee's Withholding Allowance Certificate [2 pages]

U.S. Internal Revenue Service Schedule H (Form 1040), Household Employment Taxes [2 pages]

Ohio New Hire Reporting Form 7048 [2 pages]

Ohio Bureau of Workers' Compensation Application for Household Domestic Employees Only [1 page]

TAKING CHARGE: A HANDS-ON GUIDE TO PERSONAL ASSISTANCE SERVICES

ACKNOWLEDGMENTS

The PAS Coalition would like to acknowledge the following individuals and organizations:

• The members of the ODDPC, for their vision and funding of the PAS Coalition
• Fatica Ayers, ODDPC staff member assigned to the Project, for her patience, guidance, and support of the PAS Coalition and its projects
• Linking Employment, Abilities & Potential (LEAP), Cleveland, Ohio, for freeing up time for Katherine Foley, Attendant Training Program Coordinator, to write this manual
• Members of the Education and Training Work Group of the PAS Coalition (especially Tom Gannon, Hollie Goldberg, Phil Bumb, Dan Loyer, and Carol Minnich), for their input and direction
• Dennis Frazier, PAS Project staff person, for his editing skills (Dennis calls it "being picky" but we call it good editing!)
• Cathy Ludlam and the A. J. Pappaninou Center on Special Education and Rehabilitation: University Affiliated Center, for allowing us to reproduce portions of their manual, "Getting from Here to There: A Manual on Personal Assistance"

Most of all, a special THANK YOU goes to all the PAS users, their family members, and professionals who reviewed the manual. Your input and suggestions were extremely helpful and valuable.

GOOD LUCK!!!

Katherine Foley
Cleveland
December 1997

TAKING CHARGE: A HANDS-ON GUIDE TO PERSONAL ASSISTANCE SERVICES

INTRODUCTION

This manual is designed to make the process of setting up your own PA support system as easy and painless as possible. It is our wish that the information and checklists included will help you in your search for a personal assistance services provider, whether it be an employee of an agency, a privately hired individual, or a family member. We do not profess to have all the answers but hope that the following pages will help you raise the necessary questions.

Many of the examples we give are based on services available in Ohio. Check to see whether comparable services exist in your state. Checklists, suggested job descriptions, sample want ads, and other examples included in this manual may be copied and adapted to meet your own individual needs. Also included are examples of some government forms. These forms change from time to time, so it is important to contact the IRS or the appropriate office in your state to make sure that you have the most recent information. (In Ohio, contact the Department of Taxation; in other states, it might be Commerce or Labor or Revenue.)

And please remember: Even though you may hear horror stories about working with a PA, there are many, many success stories as well. We hope that, with the help of this manual, your PA experiences will be positive and rewarding!

WHAT ARE PERSONAL ASSISTANCE SERVICES?

"Traditional" PAS include hands-on activities such as bathing, dressing, help with toileting, and transferring between the bed and wheelchair or wheelchair and car. Other typical forms of assistance involve housecleaning, doing laundry, shopping, and driving the person with a disability.

Recently, people have come to understand that personal assistance services include any support a person needs to maintain her/his independence. This support may include assisting a parent with child-related tasks (such as diapering), helping an individual with money management, or translating someone's speech or behaviors that may be hard to understand.

Personal assistance services cut across all category lines. PAS may be used not only by persons who have the more familiar physical disabilities but also by those who have age-related disabilities, behavior-related disabilities, blindness, (acquired) brain injury, deafness, mental retardation, developmental disabilities, or a need for mental health services.

• A person who is blind or has a learning disability may require a reader.
• Deaf individuals may need a sign language interpreter in order to communicate in a predominantly hearing world.
• A person who has a disability involving cognitive, memory-related, organizational, or executive functioning and who has good physical function may need verbal coaching or help in establishing environmental adaptations in order to accomplish daily tasks.
• A child with a physical disability may need a hand with toileting or note-taking during the course of the school day.
• An older adult who does not drive may need someone to shop and run errands.
• A child or adult with a disability that affects behavior may need assistance with re-direction, maintaining a schedule, or finding systematic solutions to individual circumstances.

These are but a few of the creative ways PAS can enhance the lives of persons of all ages and enable them to more fully live lives of independence and inclusion within their community.

In this manual, we will use the term personal assistant (or, in the appropriate context, employee). You may also hear personal assistants referred to as home health aides, attendants, helpers, caregivers, and home care workers. (Many of these terms carry a medical or clinical connotation that some persons with disabilities find distasteful or even offensive.)

Meet five Ohioans who use PAS:

Bob, 32, lives in Columbus. He sustained a spinal cord injury as a result of a car accident when he was 23. Bob uses a motorized scooter to get around. He gets assistance in preparing meals, cutting food, cleaning, vacuuming, washing dishes, dressing, using the toilet, and bathing.

With PAS, Bob has been working steadily at a major accounting firm; he expects to become a full partner within a few years. Without PAS, Bob might well be relegated to a nursing home.

"Assistants are needed at home and at work. They could play a dual role of personal assistant and job assistant."

María, a Utica resident who is now 22 years old, was born without the sense of hearing. Raised within the Deaf community, she learned American Sign Language (ASL) early and later acquired a fluent reading knowledge of English. When she was 17, an acute illness left her with no usable eyesight. Since then, María has used tactile (touch) signing to talk with her family and friends. She has begun to learn Braille and makes extensive use of a computer and other devices. She plans to earn her bachelor's degree within the year. She uses the services of a personal assistant to read materials that are not printed in Braille or cannot be scanned into her computer, to speak and listen when direct tactile signing is not possible or feasible, and to navigate unfamiliar places.

With PAS, María participates fully and independently in her community. Without PAS, María would be dependent on friends for favors, especially rudimentary interpretation, and her schedule would be made contingent on their free time. Her ability to keep up with the current literature in her field would be compromised, and simply getting to a job interview would become a daunting task.

"I don't need a lot of help, but I need somebody with a flexible schedule who can be with me when I need them."

David, from Marietta, is 51 years old. He was born with significant mental retardation. A paid personal assistant (who happens to have a physical disability) lives with him in an apartment near the downtown area. The personal assistant pays the bills after David reviews them, reminds David almost every day to do certain house-keeping and self-care tasks, and assists him in dealing with changes in his routine, such as periodic adjustments in the bus schedule. At his part-time janitorial job, David is considered very reliable and is well respected by his employer and co-workers.

With PAS, David enjoys the responsibility and dignity of being a full citizen of his community. Without PAS, David might spend his days in a segregated workshop learning few constructive work skills, as too many other persons with mental retardation do.

"We are working people who want to control our own lives."

Carla is 42 years old and lives in Kent. She has been diagnosed as having chronic schizophrenia and has been in and out of our state mental hospital system since she was a sophomore in college. Carla's need for PAS changes dramatically depending on how well her medications are helping her control her symptoms. At one extreme, she may need intensive help with scheduling her day, mediating disputes with others, getting around the community, keeping her money safe, and so on. At other times, she only needs someone to drop by for a few minutes each day to help her balance her checkbook or keep important appointments and generally to make sure that she is okay.

With PAS, Carla maintains a home, spends hours each week investigating materials at the public library, and does volunteer work for several organizations. Without PAS, Carla might well end up back in the hospital for an extended stay, not because her medications are not working as they should, but because she no longer has access to the basic, dependable services that help keep her anchored and focused.

"We all have a responsibility to make the ADA [Americans with Disabilities Act] real, to say: This is my right. I want you to respect my right. That's easier to do when you can stand and face people."

Joe, now 78 years old, has lived in Marion for 53 years with his wife, Mary. Two years ago Joe had a stroke, from which he is still recovering. He receives assistance mainly in dressing (fastening buttons and zippers) and in walking across the room or up the stairs. Getting around town is fairly easy if someone else drives the car and provides an arm to lean on.

With PAS, Joe lives with the people he loves, in the home he and his family built, surrounded by the evidence and memories of his life. Without PAS, Joe would be sharing a room with a stranger, in a nursing home miles away, permitted to keep with him only a few personal belongings.

"Some people need help right now to prevent institutionalization."

[Note: Each of these sketches is a composite portrait that represents real circumstances rather than a particular individual. The quotations, however, are the words of actual persons.]

GETTING STARTED

Personal assistants can be found in many ways. Sometimes your funding source will be the determining factor. For example, if you use Medicaid or private insurance monies to pay for your help, you may be required to hire a PA (or "home health aide") through an approved home health agency. But remember: Whether you work with a private individual or with a home health agency, there are many good, caring, and reliable personal assistance providers out there! You just need to find the right match for your needs.

And keep in mind that you are offering people more than a flexible, interesting part-time or full-time job. You are offering them the opportunity to grow both personally and professionally. They are being given the chance to see the world through your eyes, a chance that many consider a great gift and learning opportunity.

DETERMINING WHAT YOU NEED

• What do I need help with?
• Do I prefer a male or female? Someone of a particular cultural background or age range? Does it matter? Does it depend on the type of work that particular person may be doing for me? Please note: According the Equal Employment Opportunity Commission, depending on the number of people you employ, you cannot discriminate based on age, disability, sex, racial background, color, religion, or national origin. See the section on Hiring for more information.
• Have I considered the pros and cons of hiring a friend or family member?
• How much control do I want to assume over the management of my assistant?
• Do my PAs need to be bonded?
• What professional qualifications am I looking for? Do I want someone who has worked with persons with disabilities, or would I rather hire someone with little or no experience whom I can train myself? Would I prefer a person who has completed a training program, such as a State Tested Nursing Assistant or Certified Home Health Aide?
• What personal qualities or habits am I looking to find or to avoid? How do I feel about smoking?
• What are my priorities and how flexible can I be if I do not find exactly what I want?
• Where is the money going to come from to pay for these services?

By answering these questions, you will have a more realistic idea of your needs, priorities, and degree of flexibility. You will avoid setting yourself up for failure and bad experiences. And you will increase your chances of finding someone who meets your most important needs and who works well with you.

WHO WILL PAY?

In many states, Personal Care is available as an optional service under the federal Medicaid program. (Each state chooses whether or not to offer optional services. Ohio does not currently offer the Personal Care option.) Personal assistance services can also be provided through Medicaid waiver programs, which are offered on a state-by-state basis. If you are eligible to have Medicaid pay for care in a nursing facility, it may be possible under a waiver to receive PAS in your home instead. As of the fall of 1997, Ohio had four Medicaid waiver programs that provided assistance to help people live independently in their own home:

• The Disability Waiver, administered by the Ohio Department of Human Services
• The Medically Fragile Waiver, administered by the Ohio Department of Human Services
• The Individual Options (I.O.) Waiver, administered by the Ohio Department of Mental Retardation and Developmental Disabilities
• The PASSPORT program, administered by the Ohio Department of Aging

waiver: permission to be exempted from a rule or regulation. Under the rules of the federal Medicaid program, all states must offer certain mandatory services. An individual state may also offer certain optional services if it chooses to do so. If a state wants to offer a service that is not listed as optional, it must apply for a waiver of the Medicaid regulations. Although this waiver actually creates a new program, the program itself ends up being called a waiver.

(Plans have been made to combine the Disability Waiver and the Medically Fragile Waiver into a single waiver program beginning in July 1998. In addition, the Ohio Department of Mental Retardation and Developmental Disabilities administers the Residential Facilities Waiver, which provides assistance for people living in congregate facilities.)

(information current as of March 1998)

Other possible sources of funding and support are: Area Agencies on Aging, children services programs (remember that schools are required to provide PAS to children while they are in school), private insurance, state vocational rehabilitation agencies and their various programs, County Boards of Mental Health, and County Boards of Mental Retardation and Developmental Disabilities. Departments or Offices of Veterans' Affairs frequently offer PAS (" home care") for veterans who have service-connected disabilities. Sometimes disability-specific agencies such as the National Multiple Sclerosis (MS) Society will have monies available for respite care. If they do not offer funding for personal assistance services, they may know of sources you have not tapped into yet. Organizations that are affiliated with a particular religion are another possible source. For example, the National Council of Catholic Women offers respite programs nationally to families of all religious backgrounds.

A list of phone numbers can be found near the end of this manual, just before the Appendices.

Personal assistance services do not always have to cost you money out of your pocket. Use the barter system. For example, offer room and board in exchange for assistance. If you have skills in a particular area, such as math, you may be able to tutor in exchange for help with shopping. Do not be afraid to be creative! Some of the best matches come out of meeting each other's needs.

It is possible that your funding will come from several sources. It is also possible that you may be denied funding or services from a particular group. If so, there is usually an appeal process. Sometimes it seems that agencies automatically deny requests the first time around. If you appeal a decision, it may be reversed. Also remember that government systems and the services of community-based organizations change from time to time. What you do not qualify for today, you may qualify for at a later date. Be persistent. Remember the adages: "It never hurts to ask," "All they can do is say no (and they might even say yes)," and "You'll never know unless you try."

MAKING SOME DECISIONS

DECIDING BETWEEN HIRING SOMEONE FROM AN AGENCY AND HIRING A PRIVATE INDIVIDUAL

There is disagreement among persons with disabilities about using personal assistants who work for an agency. At the heart of the controversy is a trade-off between quality assurance and consumer choice.

Home health aides (persons who have been hired by home health agencies) have passed competency tests given by the agency. A National Home Health Aide certificate is available to individuals who have received training from an approved site. They must also pass the certification exam. All agency and certified home health aides must complete twelve hours of inservice training sessions each year.

Non-agency PAs can be friends, family members, or people responding to your want ads.

If you are in a position to choose, consider both alternatives and make a decision based on your needs. (In some cases, it may be possible to find a PA yourself and have that person hired by an agency.) The chart on the next page lists some comparisons.

Consider your options carefully when making your decision. Think about what is best for you. Ultimately, whether you work with an agency or a private individual depends on you, your funding source, your priorities, and your comfort levels.

DECIDING WHAT IS NON-NEGOTIABLE

• Learn what your rights are with the home health agency.
• Be an advocate for yourself or the person you are representing.
• Know which community organizations in your area can also advocate on your behalf.
• Understand your responsibilities as an employer.
• Most important of all, do not compromise on anything that significantly disrupts your life or puts you in an unsafe situation.

If you need to get up at 5:00 a.m. so that you can get to work on time and your PA cannot get there until 7:00 a.m., find someone else. The same goes if your PA is always late or does not even show up to work.

You are the only one who can ensure that your needs are being met. Do not surrender control of your life to someone else. No matter where the funding comes from, you should be in charge of your own life.

GAINING CONTROL

WORKING WITH A HOME HEALTH AGENCY

First of all, how do you find an agency? Your doctor may recommend one associated with a hospital. Or you can look in the yellow classified section of your phone book. Your best bet is to talk with someone whose opinion you trust, such as a friend, nurse, social worker, or religious or spiritual counselor. You may also want to check with your local Long-Term Care Ombudsman office; an association of agencies or organizations such as United Way, Community Shares, or National Voluntary Health Agencies; or a disability-specific group or social service agency. Disability-specific agencies and groups may be able to give you names of people who have experience with different home health agencies. These individuals may be able to offer valuable insight and advice.

Feel free to interview several agencies to see whether you would feel comfortable working with them. Do not forget to ask for references. When you check with the people who gave those references, ask whether the agency responds to their needs and whether they feel part of the planning process.

Intake worker - The first person you talk to at an agency will be an intake worker, who will take your medical and insurance information at that time and may be able to tell whether you are eligible for any other services. The intake worker will also give you a good idea of what you can expect from that agency. If you do not fully understand what services the agency offers, ask the intake worker to put the information in writing or to send you a brochure.

Home health nurse - Soon afterwards, you will be visited by a home health nurse to put together your care plan. This plan will let the home health aides (personal assistants) know what they need to do for you. It is important for you to take charge of this interview! Let the nurse know what you need and why. Nurses are not mind-readers and may not always know what is best for you. Of course, some of what you want, such as a certain number of hours or particular times of day, may not be available (for example, because of funding or staffing restrictions). Be prepared to negotiate and possibly compromise.

Staffing coordinator - Get to know the staffing coordinator in charge of scheduling your assistants. Positive communication is a must! If you make your likes and dislikes known, the staffing coordinator will have an easier time finding the right match. Do not assume that the staffing coordinator has all the information from the intake interview. It may help to keep a notebook with the names of your staffing coordinator, home health aide (personal assistant), and nurse. Other information, such as the best times to call and grievance procedures, should also be kept in the notebook.

All too often, people call staffing coordinators only to complain. If you like your aide (personal assistant), or you appreciate what a staff person is doing to help you, let the coordinator know. The job of a staffing coordinator is extremely demanding, and a kind word goes a long way.

If you take the time to develop a positive working relationship with the staff, you will increase your chances of having positive experiences with the agency.

Dealing with disagreements:

1. Calm discussion
2. Grievance procedure
3. Long-Term Care Ombudsman

Keep records!

What happens if you just cannot agree with your aide (personal assistant) or coordinator? This can be a ticklish and uncomfortable situation. And it happens from time to time. The first step is to try talking out the situation in a calm manner. Keep records of what was said, who said it, and what happened as a result of your conversation. If the issue is not solved by talking to the aide or coordinator, follow the agency's grievance procedure. Again, keep records of your actions. If you feel that you have tried to be reasonable and the agency is still not providing services you are entitled to, call your state's Long-Term Care Ombudsman office. Its purpose is to handle and resolve complaints about home health agencies, group homes, adult day care centers, and nursing homes.

The reality is that at some point you might feel the need to switch agencies, either because you cannot get the services you need or because you do not like working with the staff currently available. Do not be shy about interviewing a prospective agency just as you would interview a potential employee. But be careful about firing one agency before lining another one up.

And be careful not to bad-mouth one agency to another! You would be surprised at how large the gossip grapevine is among home health aides! What you say one day may come back to haunt you later.

WORKING WITH A "PRIVATE PAY" PA

The first step in hiring your own PA is to make a list of exactly what you expect from a PA. (In this step, you are doing for yourself what the home health nurse in an agency would help you do.) Sample want ads, job descriptions, and interview checklists can help you decide what is important to you. Several examples are included as Appendices. Feel free to adapt them to fit your needs.

After you have decided what you are looking for, it is time to start looking. There are a variety of ways and places to advertise your position. Some cost money, but many are free.

Talk to friends or others in similar situations to find what advertising methods work well for them and why. What works in one area of your city or state may not be available or work well in another area. If you do not have people to talk to, try calling the center for independent living in your area or a local disability-related support group. The group leader can put you in touch with people who would be glad to share their experiences and point you in the right direction.

Want Ads

Newspapers are another way of advertising. Some communities have weekly papers that offer ads at low or no cost. Daily papers that reach a larger audience tend to charge more than weekly papers. If you advertise in a daily paper, you may want to consider running the ad Friday through Sunday. Job hunters typically look at ads on those days.

Suggestion: Newspaper want ads are usually alphabetized. Try starting your ad with a word or phrase that begins with the letter A, such as Aide or Attendant wanted. This way your ad is one of the first to be read!

If you run an ad in the General Announcements section and get little response, try putting it in another section, such as Medical, Social Services, or Domestic Help. There are no hard-and-fast rules about which is the best section. It all depends on the type of person you are looking for and the area you live in.

If possible, your ad should include a general idea of the job duties, whether experience is required, pay scale, area of town, and gender preference. (Note: Some papers may have restrictions on specifying gender.) Use words that are understood by the general public.

A Word or Two About Language

According to one approach, you should keep it simple. Individuals involved with disability issues will know what a personal assistant is, but anyone else reading the ad may think that you are looking for a secretary. Most people understand the words home health aide or attendant. So pick words your readers already know. By including additional descriptive pieces of information, you will hopefully screen out people who are inappropriate.

The other way of thinking holds that you get what you ask for. You may want to hire a personal assistant so that you can live a more independent, active life. If, however, you advertise for a home health aide or a caregiver, you may find that your job applicants are more prepared to take care of you as a patient than to work with you or for you as an employer.

The words you choose are up to you.

Suggestion: Focus more on the actual tasks to be performed than on the job title: Adult w/disability needs assistance w/bathing, dressing, eating, etc. Early morning. Aesculus Heights area. Pay negotiable. 555-4467.

The author of this manual learned her lesson about choosing words carefully when she advertised a job opening for "Service Coordinator" (which was the actual job title) rather than a "Social Worker" (which is what she was looking for). She had egg on her face when she received countless résumés and phone calls from auto mechanics who had experience in service stations!!!

Note: The sample want ads in the Appendix all use "person first" language, that is, language that puts the person before the disability (person with a disability, child with cerebral palsy). Because "person first" language usually requires more words, some individuals choose not to use it in order to cut back on the cost of a want ad.

Bulletin Boards

Do not forget electronic bulletin boards and computerized databases. Two-and four-year colleges have them, as do state Departments of Labor. There is usually no cost, and your listing will be there until you cancel it or the database is updated.

Word of Mouth

Other Resources

Social service agencies and centers for independent living may be sources of names as well. An ad can often be run in their newsletters. Some people have also found success with church bulletins and college newspapers.

Helpful Community Connections (" Natural Supports")

We mention natural supports in this manual because they are often the solution when a personal assistant can provide some but not all of what you need. If a potential assistant can do everything but drive, some existing transportation service may hold the answer. If you really like your PAs, trust them, find them easy to work with, but know that they cannot cook at all, community cooking classes might be an option. When you can find coverage for every day but Sunday, a combination of church volunteers and family members may fill the gap.

Using natural supports often calls for creativity, flexibility, and sometimes a spirit of adventure. They may just be able to make the difference in making personal assistance services work!

THE HIRING PROCESS

PHONE INTERVIEWS

Whatever you do, do not let the caller talk you into increasing or decreasing the hours, raising the pay rate, or making any other changes that are unsafe or do not meet your needs. If you constantly get the same comment that the pay is too low or the hours too long, you may want to reconsider those items. The bottom line is that you know what you need and what you can afford.

As you talk with the person, ask yourself, "Is this someone who sounds like she/he can work with me?" and "Is this someone I would get along with?" If so, schedule an interview. Give all applicants clear directions to your meeting site and mention anything you want them to bring, such as references, a valid driver's license, and proof of insurance. Be sure to keep each applicant's name and phone number in case you need to change the time.

FACE-TO-FACE INTERVIEWS

Suggestion: Consider carefully where you will want to hold face-to-face interviews. Meeting in your home gives applicants a clear idea of where they would be working much of the time. Meeting in a neutral location, such as a public park (in good weather) or a quiet restaurant, helps to protect your privacy. Do not be discouraged if people do not show up for face-to-face interviews. You can expect about half not to appear!

Explain in detail what the job involves, the hours, and when and how much they will be paid. You may want to tell about your disability and how it affects you. Do not gloss over details because you think that it might scare them off. Worse yet, do not assume that because they helped another person at one point, they automatically understand what you need or are talking about.

It is helpful to ask applicants about previous jobs and life experiences. In discussing past jobs, ask what they liked least and best about each one. This information will give you a sense of who the person is. It is also important to ask about goals and expectations for the future. If the person is planning on leaving in a year to enter graduate school or to start a family, you need to know so that you can plan ahead.

You cannot legally ask about religious beliefs, marital status, children, health, sexual orientation, and age. However, there are ways to check whether these factors will have an impact on the job. For example, if you think that religion may be an issue, you can say something about your own outlook, such as "My faith is very important to me. I have lots of religious music tapes that I play all the time, and I like to discuss scripture. Will that make you uncomfortable?"

Be careful of falling into the trap of stereotyping people. Young people do not always flit from job to job! Not all newlyweds rush to start a family! Older persons are not all close-minded sticks-in-the-mud! People from other cultures do not automatically consider disability to be a pitiable, shameful condition! Get the idea?

Suggestion: If either you or the applicant has doubts, or if your needs for assistance are complex, consider having the applicant observe your routines before an offer of employment is made.

Do not be afraid to ask for examples of how applicants would handle or have handled situations that you feel are important: "What would you do if you dropped me during a transfer?" "Give me an example of how you handle problem situations."

If transfers are involved, consider having applicants transfer you during the interview. Be sure to have another person present just in case their transfer skills are not what they should be!

Suggestion: If you are nervous or unsure of your interviewing skills, ask a friend or family member to sit in on the interview with you.

This is a good time to show potential employees the area they would be working in. If part of the job is driving, consider having applicants take you for a spin around the block. Can they drive a stick shift, a big van, or long distances if your job requires it?

HIRING

Individual states have their own regulations based on smaller numbers of employees. In Ohio, for example, the Civil Rights Commission enforces state laws that prohibit discrimination by employers working with from four to fourteen employees.

But what do you do if you are a woman with a staff of five PAs and do not feel comfortable with a man bathing you? Or if you are a male needing help with toileting at work or school and would rather your PA be another male? These are legitimate questions and concerns, and you have a right to ask for a waiver of the regulation. To apply for a waiver in Ohio, contact the Civil Rights Commission and ask for a Bona Fide Occupational Qualification (BFOQ). You will have an opportunity to explain your particular situation. The laws in Ohio do not apply to employers of fewer than four employees.

REFERENCE CHECKS

Use both written and phone references. People will be more willing to give you negative information over the phone than in writing. You also have the opportunity to sense any reservations they may have. If you hear reservations or hesitations, be sure to address these issues.

Ask the person for the names of from three to five people who will furnish professional and character references. By asking for more than you actually need, you are assured of two to three usable references. (Persons providing references may be out ill or on vacation when you call.) If applicants have not worked for a while, ask them whether they have done any babysitting, taken any classes, or served on any committees. If parents are willing to trust this person with their child, that is a good recommendation. Likewise, a professor or committee chair can tell you whether someone had good attendance and completed tasks properly and on time.

Some companies will ask for a written release before telling you anything about the employee. A sample release form is included as an Appendix. Others may have a policy not to give out any information other than the dates of employment.

When checking references, briefly verify what applicants told you about their dates of employment and job title. Determine whether their job performance was satisfactory. If an applicant no longer works for a particular employer, ask about eligibility to rehire. Ask questions that will tell you specifically what you need to know. For example:

• What can you tell me about her/his attendance?
• What did the applicant do on days when he/she was unable to come to work?
• Can you describe her/his job performance?
• The ability and willingness to follow directions is important to me. What can you tell me about his/her ability to listen and follow directions?
• How responsible is she/he? Give me an example.
Give an example of his/her ability to handle tense or emergency situations
• How did she/he get along with others?
• Give me an example of how he/she handled constructive criticism.
• How trustworthy is she/he?
• Would you consider rehiring him/her?

Suggestion: Ask questions that require more than a yes-or-no answer.

Suggestion: If you get one bad reference and three good ones, try to determine which source has more credibility. One employer, for example, may have a strictly personal grudge against a former employee. Ultimately, you have to trust your gut feelings, and the accuracy of these feelings will improve over time.

Successful reference-checking is mainly a question of balancing the information you obtain. Weigh employment references (including babysitting and classes) more heavily that personal references. Naturally a close relative or best friend will have only good things to say, but sometimes you can tell a lot about people by the company they keep.

Even if all the references look good and you think that you have finally found the right person, you never know until the last minute whether the person will end up working for you. You may call to offer the job only to find out that your favorite applicant has taken another job or is no longer interested. Do not take it personally. Keep a sense of humor and do some more interviewing.

PAPERWORK

Suggestion: Paying one week in arrears (that is, one week after the end of a pay period) gives you time to do the necessary paperwork and withhold taxes.

Do yourself a favor by insisting that your PA log in at the beginning and log out at the end of each shift. It is too easy to forget when your PA arrived and left, especially if you have a varied schedule or several employees. By keeping time logs (also called time sheets), you have a paper trail that shows tardiness, absences, as well as good attendance. This can be useful information to have when you do employee evaluations.

Suggestion: To avoid disagreement over the accuracy of time sheets, both you and your employee should sign or initial the sheet at the end of a shift.

A sample time log has been included as an Appendix.

MANAGEMENT ISSUES 101

Supervising does not mean dictating. It means working with your employees to help them do the job to the best of their ability. Respect and good communication between you and your employees cannot be stressed enough.

There are reams of resources available through your local library on how to supervise staff. The majority of these materials agree on several points:

• Make sure that your employees understand what is expected of them.
• Respect them as people and for the role they play in your life.
• Let them know how valuable they are to you.
• Praise them when they are doing well.
• Be fair and honest in your dealings with them.
• If you need to discipline, address the issue calmly and as soon after the occurrence as possible. Listen to their side. Resolve the issue and then let it go. Do not harp on it.
• Be open to suggestions. Make employees an active part of solving any problems that may arise. They may come up with creative solutions you never even thought of!

Good communication is vital and is not always as easy as it sounds. Make sure that you are communicating what you mean to communicate so that there are no mixed or crossed messages.

Here is a communication exercise to try with your PA. Give your PA a piece of paper and a pencil. On another piece of paper, draw a simple design such as a tree, house, or soda can. Then, without letting your PA see your design, give verbal instructions for making a copy of the drawing. You might say, "Draw a line three inches long in the center of the page. Now draw another line...." (You are not allowed to say, "Draw a house.") You will find out quickly that what is small to you may not be small to someone else. Think about what you are saying when you tell your PA to put your wallet "over there." Where is "over there"? Unless you are perfectly clear in your communication, you may never find your wallet!

When you are talking with people, look them in the eye. Watch their reaction to what you say. Do you think that they understand what it is you are talking about? If not, say it another way, using words that are easily understood. If your speech is hard for some to understand, let them know that you recognize the difficulty. Encourage them to ask you to repeat what you said if they do not understand. You might consider having pen and paper handy to jot notes back and forth if need be. Friends, family, or another PA may be helpful as an interpreter until a new employee learns your speech patterns or communication techniques.

A variety of obstacles get in the way of good communication, both the ability to express thoughts and the capacity to listen. Mental and physical stress, not feeling well, medication, and fatigue all take their toll. If you are excited or anxious about something happening in your personal life or you are worried about getting the leak in your car fixed, it is hard to follow a list of instructions that others are giving you right now, much less remember what it was they wanted ten minutes ago. The same is true for PAs. If you see that your PA is distracted, give a gentle reminder that you need her/his undivided attention.

Suggestion: If you and your PA are unable to resolve a dispute, consider bringing in a third party to mediate.

By treating your employees with respect and fairness and by showing them a willingness to listen, you will lessen the chances of high staff turnover. You will have created a wonderful, fulfilling work environment that promotes loyalty and trust.

SCHEDULING

A good rule of thumb is to make sure that you have more help than you really need. For example, you may need someone for two hours in the morning and three in the evening, seven days a week. Your current PA is great to work with and willing to work both shifts. A match made in heaven, right? What happens if she/he gets sick on Friday night and cannot even get out of bed on Saturday morning? It might be a better idea to hire a second or even a third person to split the shifts or days with your first employee. In this way you have a better chance of having backup help to cover emergencies and vacations.

TRAINING

Everyone has unique teaching and learning styles. Some prefer to work alone with their new PA. Others find it easier to have the new employee watch another person working with them. You may find that a combination of both styles works best.

Suggestion: It might make the training easier to have your new PA observe another PA helping you through your routines.

Suggestion: Your PA should be paid for the training period.

It is helpful to start training a new employee when there are no time constraints. Expect new PAs to be nervous and everything to take longer. Be patient while they are learning your routines, likes, and dislikes. Encourage questions and try to reassure them when they forget or make mistakes. Sometimes a written checklist helps.

The training process can be mentally and physically exhausting. It can also be a lot of fun as you get to know this new person in your life. You will notice vast improvements from one day to the next as you develop your working relationship. Have patience and keep your sense of humor!

Suggestion: For the sake of your own sanity, try not to have too many people start during the same week.

WORKING AGREEMENTS

Although contracts do not have to be lengthy documents, they should specify work hours and duties, salaries and benefits, and days off. In the case of a live-in PA, consider adding provisions to cover the personal use of specific rooms, individual and common food, house-hold expenses such as utilities, use of the phone, and overnight guests.

Both parties should have input into development of the contract. Both parties should then sign the document. Remember: Contracts are sets of agreements. If a particular agreement no longer works or is relevant, change it to suit your needs.

TAXES, TAXES, AND... YES... MORE TAXES!

The mere mention of being responsible for employer taxes is enough to make the strongest of us all cringe in fear! "What if I make a mistake?" "What if I use the wrong form?" "Will Uncle Sam throw me in jail if I goof up?" The keys to surviving the tax mess are not to panic, to understand your responsibilities as an employer, and to develop an organized record-keeping system. Samples of employer record-keeping sheets as well as federal forms have been included as Appendices.

Workers' Compensation is a form of insurance that provides payment if your PA gets injured on the job.

(information current as of March 1998)

The federal government has tried to simplify the reporting process for employers of domestic help over the past several years. It used to be that you needed to file quarterly tax reports for anyone to whom you paid more than $50 during that calendar quarter or three months. That rule has changed so that you now report payments once a year, on Schedule H, when you file your year-end income tax return (Form 1040 or Form 1040A). The $50-per-quarter rule no longer applies either. You file only if you have paid the person $1,000 or more during the calendar year.

You can estimate the tax you will owe and then make payments once every quarter (three months). Making quarterly payments, using the 1040-ES Payment Voucher, is also easier on the pocketbook than paying one large lump sum at the end of the year. The 1040-ES Payment Voucher (available through the IRS) comes in coupon form, listing dates when payments are due. Making these payments is not the same as filing a return; you still have to send in Schedule H at the end of the tax year. (Beginning in 1998, the IRS will apply penalties if these estimated payments add up to a lot less than the total tax that is due when you file your return.)

In a nutshell, you need to take the following steps:

• Get the Social Security number of your employees.
• Have your PAs fill out a Form I-9, which verifies that they are U.S. citizens or resident aliens who have the proper documents to work in the United States. These forms may be obtained from the Immigration and Naturalization Service of the U.S. Department of Justice.
• File Form SS-4 with the IRS to get your federal Employer Identification Number (EIN). You can obtain the form by calling the Internal Revenue Service (IRS). The IRS representative may even take the information over the phone. While you have the IRS on the phone, you may want to consider asking for Publication 926, Employment Taxes for Household Employers.
• Report the hiring of your PA (in Ohio, on New Hire Reporting Form 7048). As of October 1, 1997, federal law requires all employers to report (1) the hiring of any new employee and (2) the rehiring of an employee if more than 30 days have passed since the employee worked. This form must be filed within 20 calendar days with the Ohio Department of Human Services, which has contracted with an independent agency to administer the paperwork. Phone inquiries should be addressed to the Cleveland Operations Center. (Note: On earlier versions of the form, there were too few spaces for the EIN. Simply write in the extra digits.)
• Contact the Bureau of Workers' Compensation to request the proper forms you will need to use.
• Pay the 15.3% combined Social Security and Medicare tax to the IRS. In most cases, you take 7.65% from your employee's paycheck and match it with 7.65% of your money.
• If your PA is paid more than $1,000 per calendar quarter, you will need to save an extra 6.2% to go for federal unemployment taxes. Please note that you will receive a credit on your federal unemployment taxes if you pay your state taxes on time. This credit may reduce your federal unemployment tax to as low as 0.8%. In Ohio, state tax forms may be obtained from the Bureau of Employment Services and elsewhere.
• Have your PAs fill out a Form W-4 if they want you to withhold state, federal, and city income taxes. Keep this form on file. According to IRS Publication 926, Employment Taxes for Household Employers, you do not have to withhold federal income tax unless the employee asks you to and you agree. It is suggested that PAs who do not want these taxes withheld should put in writing that you are not liable for withholding them. Check with your local city income tax office, because you may be responsible for local city and school taxes even if you do not pay state and federal taxes.

• Attach Schedule H to your Form 1040 or Form 1040A federal income tax return. If you do not file a Form 1040 or 1040A (for example, because you have no income that is taxable), you still need to send in Schedule H. (Even if you have no taxable income, it is a good idea to file a Form 1040A with Schedule H.)
• File a year-end Form W-2 and give a copy to your PAs by January 31 of each year.

A list of phone numbers can be found near the end of this manual, just before the Appendices.

Suggestion: Set up a separate bank account (or even a cookie jar) in which to put the money you withhold each payday. Otherwise, you may find yourself with a huge tax bill at the end of the year and no money to pay it!

Tax forms are sometimes available at local post offices and libraries. They may also be found on the Internet. Be aware that you may need specialized software in order to use the forms. This software can generally be downloaded from the Internet as well.

IRS World Wide Web: www.irs.ustreas.gov - File Transfer Protocol: ftp.irs.ustreas.gov - Telnet: iris.irs.ustreas.gov - Ohio World Wide Web: www.state.oh.us/tax

By applying for an Employer Identification Number, you are putting your name in "the system," and you should automatically receive the forms you need. If not, the IRS is only a toll-free phone call away! Be assured that the IRS and other departments of taxation are more than happy to send you the latest forms and to answer any questions you may have.

If you are totally confused after talking with the IRS, check with a local center for independent living or an accountant who understands household employee taxes. They may have had experience in dealing with employer taxes. It may also help to talk with someone who is already working with a PA and paying employer taxes and can show you the ropes.

PROTECT YOURSELF!

BACKGROUND CHECKS

(information current as of March 1998)

BONDING

EMPLOYER TAXES

DRIVERS

If PAs are going to be driving your vehicle, your insurance company will run a check to see whether they are eligible for coverage. The insurance company will be looking for any tickets and warrants. Please note: Insurance rates may be affected by the person's age and driving record. Discuss this issue with your insurance representative before you begin hiring so that you will know what to look out for. For example, some insurance companies ask that you not hire more than four drivers and that they be at least 26 years old. Other questions should also be addressed in your working agreement:

• Who pays if the PA gets a speeding or parking ticket during the course of the work day?
• Can the PA use the vehicle for personal use during non-work hours?
• If so, do you need to be notified when and where your vehicle is being taken?
• Will the PA keep a vehicle key at all times?
• Does the PA need to turn in gas and repair receipts?

FIRING

The time to plan for this possibility is before you run into trouble. Always have enough regular employees, backup employees, and friends so that the loss of one person, for whatever reason, will not cause your whole support system to fall apart. People will come and go, and you will need to replace them. By maintaining a large enough network, you can choose to be a little picky about who works for you.

If your PA is doing something that you feel is incorrect or annoying, gently explain how you would like it done instead. Sometimes it is just a matter of explaining the reason why you need something done a particular way. Listen with an open mind to your employee's suggestions as well.

For more serious problems, you may want to schedule a meeting with your employee, preferably at the end of the shift. Explain in a non-accusatory, factual way what her/his behavior is and why it is unacceptable. You can invite an explanation by making an observation or asking a neutral, open-ended question, such as "I notice that you've been late a lot this past week. Is there something I should know about?" Try to discuss the matter calmly and plan together how to improve the situation. You may issue a warning that if the problem continues, it may lead to dismissal. If the problem is serious enough, you may want to put the warning in writing and have the employee sign it.

Some problems can be documented (for example, calling in sick a lot or often showing up late). In such cases, write down in a notebook the dates and what happened. Later, if you do have to fire the person and she/he files for unemployment compensation, this log may be able to show that you were justified in letting your employee go.

If you feel that your safety or property is in danger, act immediately. If possible, alert your other PAs so that they can cover the hours of the person you are letting go. That way you can concentrate on what you have to do rather than on who is going to put you to bed. If you have good relationships with your other employees, as well as a strong network of friends, people may even encourage you to fire someone who is not working out. They may also be glad to fill in until someone else is hired.

Depending on the situation, you may want to give your employee notice of the dismissal in person, or you may choose to handle the matter over the phone. If you fire an employee in person, consider doing so at the end of a shift rather than at the beginning. The person you are firing may be upset. You feel more comfortable if you have a friend or family member nearby. If you feel threatened in any way, you have the option of calling the police.

Whether you fire your employee in person or by phone, always follow up with a letter and keep copies of your correspondence.

Get back any keys or personal property you may have lent to the PA. You may want to change locks or security codes if the situation calls for it and take the person off your insurance policy. If you owe the PA a final paycheck, have it ready or specify when it will be mailed.

Suggestion: Make a written record (" paper trail") of important information, such as payroll, job duties, disciplinary actions, and so forth. When in doubt, write it out!

If your employee files for unemployment compensation, you will be mailed a notice of the claim. Your employee must list all employers, both current and past, when filing the application. Be sure to respond to this notice, even if the employee has not worked for you for a while. If you do not respond, the Bureau will automatically rule in favor of the ex-employee. When writing your response, be factual and give examples of your reasons for the dismissal. If a particular reason severely affected your life or safety, state that fact explicitly. For example, if your PA was frequently late in getting you out of bed in the morning, you could say, "My former employee was let go because she/he was an hour late three times a week. I was therefore continually late for work. If the situation had continued, I would have been fired myself."

REDUCING THE STRESS LEVEL

• Go with the flow! Sometimes things happen, and getting all upset does not make it any easier. Do what you can to resolve the problem. Do not spend time and energy worrying when the same time and energy could be spent resolving the issue.
• Prioritize. If you have lots to do and know that you cannot possibly get to it all, make a mental or written list of what is most important. Then tackle your list one item at a time starting from the highest priority.
• Plan ahead. Periodically ask yourself whether you have enough assistants. If not, do something about it right then; do not wait for a crisis.
• Delegate! Delegating does not mean giving up control. It simply means taking a look at your PA's strengths and interests and using them to make life easier. For example, if you hate doing payroll, teach a PA to do it if she/he has a knack for numbers. You can then review it before you sign checks.
• Use the Five-Year Rule. When something bothers you about someone or something, ask yourself: How important is it? Will it matter five years from now?
• Take time out for yourself. Treat yourself! Be good to yourself! You do not even have to spend lots of money. Maybe it is enough to get out of the house and enjoy the outdoors or to splurge on a double chocolate ice cream cone. Listen to your favorite music. Read a good book.
• Eat regular meals and get a good night's sleep. You will feel much less overwhelmed if you can stick to your routines and take care of your basic needs.
• Go on a mental trip. Imagine yourself in a better time and place. Do you have a favorite memory? Close your eyes and relive it all over again.
• Take three deep breaths. It really does work!

DREAM AND REALITY

In an ideal world, people with disabilities would have no trouble finding responsible, caring assistants to work with them at the times they choose. Conflicts would be handled in positive ways. Assistants would always show up and on time. People would have enough funding to buy the services they need, and the paperwork would be minimal.

Then there is reality....

Hiring and working with your own PAs will allow you the maximum level of independence and choice in your life. But it is HARD WORK! In hiring assistants, you take on all the responsibilities of an employer: handling labor relations, managing cash flow, making payroll, withholding taxes, and assuring reliability and quality of service. Add to this list the concerns unique to your situation! Depending on the level of assistance needed, managing your support system can almost be a full-time job in itself, not to mention your other responsibilities.

But then... consider the alternatives.

THE FUTURE: WHAT CAN WE DO ABOUT PAS?

Now is the perfect time to become involved! Find out what others are doing to address the needs for personal assistance services in your community or state. Many disability-or age-related groups do some sort of legislative advocacy.

In Ohio, many organizations are involved in issues related to PAS. One such group, the Ohio Personal Assistance Services Coalition, was established in 1993 as part of a grant project funded by the Ohio Developmental Disabilities Planning Council for the purpose of determining what PAS resources are currently available in Ohio, developing a common vision of what personal assistance services should be, and designing a plan of action for making that vision a reality. What makes this group effective is that it is made up consumers using PAS, as well as representatives of governmental, public, and private agencies, all of whom have a common interest in personal assistance services.

IN CLOSING

GOOD LUCK!!!!!

PHONE NUMBERS

National

American Association of Retired Persons .... 800-524-3410

American Cancer Society .... 800-422-6237

American Council of the Blind .... 800-424-8666

American Diabetes Association .... 800-676-4065

American Disabled for Attendant Programs Today (ADAPT) .. Voice 303-333-6698 .. TTY 303-733-0047

American Kidney Fund .... 800-638-8299

American Liver Foundation .... 800-223-0179

American Parkinson's Disease Association .... 800-223-2732

Arthritis Foundation .... 800-283-7800

Association for Retarded Citizens .... 817-640-0204

Center for Disease Control, National HIV/AIDS Hotline .... 800-342-2437

ElderCare Locator .... 800-677-1116

Epilepsy Foundation .... 301-459-3700

Equal Employment Opportunity Commission .... 800-669-4000

Internal Revenue Service (IRS), General Information .... Voice 800-829-1040 .... TTY 800-829-4059

Federal Tax Forms .... Voice 800-829-3676 .... TTY 800-829-4059

Medicare Balanced Billing Program (Medicare Overcharges) .... 800-899-7127

Muscular Dystrophy Association .... 520-529-2000

National Federation of the Blind .... 410-659-9314

National Council of Catholic Women .... 202-682-0334

National Council on Independent Living .... 703-525-3406

National Easter Seal Society .... 800-221-6827

National Help Line (Drug Abuse) .... 800-262-2463 (COCAINE)

National Multiple Sclerosis Society .... 800-344-4867

Paralyzed Veterans of America .... 800-424-8200

United Cerebral Palsy Associations .... 800-872-5827 (800-USA-5UCP)

Be sure to write down any additional phone numbers that are useful to you.

Ohio

Bureau of Workers' Compensation .... 800-282-9536

Centers for Independent Living

• Akron area (Tri-County Independent Living Center) ... Voice 330-762-0007 ... TTY 330-762-7429
• Cincinnati area (Center for Independent Living Options) .. Voice 513-241-2600 .. TTY 513-241-1707
• Cleveland area (Services for Independent Living) .... Voice 216-731-1529 .... TTY 216-731-3083
• Cleveland area (LEAP: Linking Employment, Abilities & Potential) .... Voice/ TTY 216-696-2716
• Columbus area (MOBILE: Mid Ohio Board for an Independent Living Environment)
  ....Voice 614-864-1199 .... TTY 614-864-2038
• Dayton area (Access Center for Independent Living) .... Voice 937-341-5202 .... TTY 937-341-5217
• Lorain area (LEAP/CIL) .... Voice 440-277-8888 .... TTY 440-277-8800 .... 800-410-5327
• Mansfield area (Independent Living Center of North Central Ohio) .... 419-526-6770
  
• New Philadelphia area (Society for Equal Access Independent Living Center) .... Voice 330-343-3668
  .... TTY 330-602-2557 .... 888-213-4452 (888-213-4ILC)
• Toledo area (The Ability Center of Greater Toledo) .... Voice 419-885-5733 .... TTY 419-882-2387

Civil Rights Commission .... 614-466-2785

Cleveland Operations Center (New Hire Reporting Form 7048) .... 800-208-8887

Department of Aging, PASSPORT Program .... 614-466-1220

Department of Health.... 614-466-3543,
Division of Prevention, Infectious Disease Control .... 800-282-0546

Department of Human Services, Bureau of Community Services .... 800-686-6108

Department of Mental Health .... 614-466-2596

Department of Mental Retardation and Developmental Disabilities .... 800-231-5872

Department of Taxation .... 800-282-1780

Nursing Home/Long-Term Care Complaints .... 800-282-1206

Ohio Brain Injury Association .... 800-686-9563

Ohio Developmental Disabilities Planning Council .... 800-766-7426

Ohio Legal Rights Service .... 800-282-9181

Ohio Legislative Information .... 800-282-0253

Ohio Personal Assistance Services Coalition .... Voice/TTY 614-280-1223

Ohio Rehabilitation Services Commission .... 800-282-4536

Brain Injury Program .... 800-282-4536, ext. 1430

Personal Care Assistance Program .... 800-282-4536, ext. 1270

Paralyzed Veterans of America, Buckeye Chapter .... 800-248-2548

PRO Seniors/Disabled Legal Hotline (Long-Term Care Issues) .... 800-488-6070

Statewide Independent Living Council .... 800-566-7788

Be sure to write down any numbers that are useful to you

APPENDICES

• U.S.Immigration and Naturalization Service Form I-9, Employment Eligibility Verification [2 pages, including a listing of acceptable verification documents]
• U.S. Internal Revenue Service Form SS-4, Application for Employer Identification Number [1 page]
• U.S. Internal Revenue Service Form W-2, Wage and Tax Statement [1 page] SAMPLE ONLY, NOT FOR DUPLICATION
• U.S. Internal Revenue Service Form W-4, Employee's Withholding Allowance Certificate [2 pages]
• U.S. Internal Revenue Service Schedule H (Form 1040), Household Employment Taxes [2 pages]
• Ohio New Hire Reporting Form 7048 [2 pages]
• Ohio Bureau of Workers' Compensation Application for Household Domestic Employees Only [1 page]

Examples of Want Ads

Driver needed: AMs, some evenings and weekends. Flexibility a must. Call 555-2341.

Attendant Wanted: P/T work with adult who has a disability. Weekday AMs. Call 555-3412.

Caregiver wanted for elderly male. Possible live-in. Non-smoker. References and salary requirements to: P.O. Box 9999, Cleveland, OH 44101.

Part-time female Assistant: For active young woman with disability. Assistance with grooming, housework, getting around. Interesting, flexible work. Will train. Call 555-4123.

Aide wanted: personal care, light housekeeping, meals prep for 45-yr-old male with a disability. 20 hrs/wk. Salary negotiable. Driver preferred. References required. For more info, call 555-4321.

Child care needed: Weekdays, some evenings caring for child with cerebral palsy. Ability to lift 75 lbs. a must. Will train. Westpark area. Call 555-4231.

Application For Employment

Address _____________________________________________

City ________________________________________________

State __________ ZIP Code __________

Daytime Phone ______________________

Social Security Number ___________________________

Do you smoke? ___ Yes ___ No

Times you are available to work:
Weekdays ___ 7 a.m. to 12 p.m. ___ 12 p.m. to 5 p.m. ___ After 5 p.m.
Saturday ___ 7 a.m. to 12 p.m. ___ 12 p.m. to 5 p.m. ___ After 5 p.m.
Sunday ___ 7 a.m. to 12 p.m. ___ 12 p.m. to 5 p.m. ___ After 5 p.m.

Are you a U. S. citizen? ___ Yes ___ No
If no, give Alien Registration Card or Work Permit number. __________________________

TRANSPORTATION

EMPLOYMENT HISTORY

Address _______________________________________________

_______________________________________________________

Phone _________________________________________________

Supervisor's Name _____________________________________

Employment Dates ______________________________________

Job Duties ____________________________________________

Reason for Leaving ____________________________________

_______________________________________________________

Employer's Name _______________________________________

Address _______________________________________________

_______________________________________________________

Phone ____________________________

Supervisor's Name _____________________________________

Employment Dates ______________________________________

Job Duties ____________________________________________

Reason for Leaving ____________________________________

May I contact your present employer? ___ Yes ___ No

List two professional references and their daytime phone numbers.

_______________________________________________________

_______________________________________________________

List two character references and their daytime phone numbers.

_______________________________________________________

_______________________________________________________

Reference Release

I, ______________________________________________, Social Security #____________________, have applied for a position as a personal assistant for ____________________________________ and have given your name as a reference. I would appreciate your supplying information regarding my character, dependability, and/ or performance.

Thank you.

Signature of Applicant_____________________________

Date ________________________________

Examples of Interview Topics

Name of Applicant _____________________________________

Discuss:

• Job description
• Disability
• Job duties
• Why applicant wants this job
• Applicant's previous jobs and present job
• Other responsibilities
• Interests/ goals
• Pay
  amount per hour, withholding of Social Security and Medicare, payment schedule (weekly or bi-weekly, on what day)
• Work hours
  days, nights, weekdays, weekends
• Whether the applicant will...
  substitute, drive, travel, be available overnight, type

Ask whether there are any questions or concerns.

Ask the applicant to sign the Reference Release.

Examples of Interview Questions

1. Tell me a little about yourself.
2. Do you have experience helping someone with a disability? Give me some examples.
3. What have you liked best about the work you've done in the past? liked least?
4. At what hours are you available? How flexible is your schedule? For example, could you be here at 7:00 a.m. on weekdays and at 8:00 a.m. on Saturdays?
5. Are you available for additional hours? How much notice would you need if I need extra help?
6. Do you think that you would be able to transfer me with a Hoyer lift? pivot transfer? sliding board?
7. Are you able to think quickly on your feet? Give me some examples.
8. How do you handle differences of opinion with an employer? Can you give me an example?
9. How do you handle constructive criticism? Give me an example if possible.
10. Do you feel comfortable bathing someone? assisting with bowel or bladder routines?
11. I need a driver with a clean driving record. Will there be any difficulty when my insurance company runs a check on your driving record?
12. Can you drive a vehicle with manual transmission (stick shift)?
13. Do you have experience with city or long-distance driving?
14. Are you available for out-of-town travel? Would your schedule allow you to stay somewhere overnight? How much advance notice would you need?
15. Which approach works best for you? Should I:
    -give you lots of supervision and interaction?
    -give you little supervision?
    -give you a list of tasks to do and let you do your thing?

Questions to Avoid

1. What is your age or date of birth?
2. Have you ever been arrested?
3. Have you ever had any convictions other than for traffic violations?
4. Are you available for Saturday and Sunday work?
5. Do you have children under the age of 18? How many children do you have? What ages are your children? What arrangements will you make for the care of minor children?
6. What country are you a citizen of? Where were you born?
7. How is your credit rating? Do you own your home? Do you own a car?
8. Have you ever had a fidelity bond refused to you?
9. What is your eye color? What is your hair color?
10. Do you have friends or relatives who work for me?
11. Have you ever had wages garnished?
12. What is your height and weight?
13. Did you receive an honorable discharge from the military?
14. What is the lowest salary that you will accept?
15. What is your maiden name?
16. What is your marital status?
17. Are you "Mr.," "Ms.," "Miss," or "Mrs."?
18. Do you belong to any organizations?
19. What is your political affiliation?
20. Do you have a prior married name?
21. What is your race?
22. What is your sex/gender?
23. What is your spouse's name?
24. What is your spouse's employment?
25. Are you widowed, divorced, or separated?

This list, which appears here in slightly modified form, is printed with the permission of the South Carolina Developmental Disabilities Council.

Job Duties Worksheet

Days Needed: ________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Number of Hours Needed Each Day and/or Specific Hours Needed:____________________

___________________________________________________________________________

___________________________________________________________________________

Dressing: ___________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Bathing: ____________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Grooming: ___________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Routine Skin/Hair Care: _______________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Toileting: ___________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Medication: __________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Exercise: ____________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Meal Preparation:_____________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Eating: ____________________________________________________________________

____________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Housekeeping and Laundry: ____________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Shopping and Errands: _________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Transportation: ______________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Adaptive Equipment: __________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Support Animals: _____________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

Additional Needs: ____________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

___________________________________________________________________________

This list, which appears here in slightly modified form, is printed with the permission of the South Carolina Developmental Disabilities Council.

Example of a Job Description

PERSONAL ASSISTANT

Supervision by: Person with a disability

Persons supervised: None

Qualifications: Willingness to perform personal and household tasks for person with a disability. Willingness to learn. Dependability, flexibility, sensitivity

Duties (Activities with Which Assistance Is to Be Provided):

• Transfer between wheelchair and bed
• Use of bed pan
• Personal hygiene, including washing hair and bathing
• Driving (to/from work, errands, and recreation)
• Washing breathing equipment
• Vacuuming
• Dusting
• Laundry
• Meal preparation and clean-up
• Paperwork (typing, filing)
• Cleaning bathroom well once a week and a quick clean-up (toilet, tub, and sink) each day
• Other activities as time allows

Days/Hours to Be Worked:

• Monday, Wednesday, Friday
  6:30 a.m. to 8:00 a.m., 7:00 p.m. to 10:00 p.m.
• Tuesday, Thursday
  7:30 a.m. to 9:00 a.m., 7:00 p.m. to 10:00 p.m.
• Saturday
  9:00 a.m. to 11:00 a.m.
• Sunday
  7:00 p.m. to 10:00 p.m.
• Other mutually convenient times as needed

Signature of Applicant/Employee ________________________________

Date____________________________________

Signature of Employer _________________________________________

Date____________________________________

Working Agreement

DUTIES

Should the Employee be unable to finish a task or assignment in the time allotted, the work load will be prioritized by ___ the Employer ___ the Employee. [MARK ONE]

Other duties may be assigned as long as time allows and both parties agree.

These hours may be altered if both parties agree. For example, in case of illness, the hours may be rescheduled to another day.

The Employee may be hired for additional hours if enough notice is given and she/he is available.

The Employee will not work for others during ___________________________________. [SPECIFY TIME PERIOD(S)]

PAY/BENEFITS

The employer will be responsible for handling ___ Social Security ___ City and State Unemployment ___ Workers' Compensation ___ other__________________________________________________.

___ The Employer ___ The Employee will report earnings and changes in earnings to Social Security.

ILLNESS

HOLIDAYS/VACATION/TIME OFF

____________________________________________________________________________________

____________________________________________________________________________________

Notice of at least _______________________________________ must be given in case of vacation or termination. _________________________ pay may be given in lieu of termination notice.

EMERGENCY

____________________________________________________________________________________

____________________________________________________________________________________

For the Employee:

____________________________________________________________________________________

____________________________________________________________________________________

The Employer and the Employee have agreed to these provisions. Should conflicts arise, it is understood that both parties will try to work them out between themselves. If such attempts are not successful, a third party, such as _____________________________________________, will be asked to mediate.

Signature of Employer _______________________________________________

Phone Number ____________________________________

Signature of Employee ______________________________________________

Phone Number ____________________________________

Social Security Number ________________________________

Signature of Witness _____________________________________________

Date ____________________________________________

Revised 12/97

Request That Income Taxes Not Be Withheld

Signature of Employee/Personal Assistant _________________________________________________

Social Security Number of Employee/Personal Assistant ______________________________

Street Address _____________________________________________________________

City, State and ZIP Code ___________________________________________________

Date __________________________________

TOTAL # of Hours

Name _______________________________________ Social Security Number _________________

My signature verifies that this information is correct.

Signature ________________________________ Date _____________________________________

Individual Payroll Record Sheet

Address _________________________________________________ Phone ___________________

Gender _____ Marital/Family Status _____ Date of Birth _____

Date of Hire __________ Date of Discontinuation __________ Number of Withholding Allowances ___

*Withholding

Group Payroll Record Sheet

YEAR __________ QUARTER __________

*Withholding

Return to the top of the page.

| Home | About Us | Calendar of Events | Grants and NOFAs | Links | Publications and Products | Site Map | What's New