0505emscvesidd2

THE STATE EDUCATION DEPARTMENT / THE UNIVERSITY OF THE STATE OF NEW YORK / ALBANY, NY 12234

TO:	The Honorable the Members of the Board of Regents EMSC-VESID Committee
FROM:	Rebecca H. Cort
SUBJECT:	Designing Our Future
DATE:	April 22, 2005
STRATEGIC GOAL:	Goal 4
AUTHORIZATION(S):

Executive Summary

Issue for Discussion

The future design of the vocational rehabilitation service delivery system.

Reason for Consideration

Policy review.

Proposed Handling

This report is an update on the status of the efforts to design the future service delivery model prior to bringing the topic to the EMSC-VESID Committee for policy discussion in December 2005, and approval of final recommendations and implementation plan in February 2006.

Procedural History

In November 2003, VESID presented to the Regents a plan to review the design of its vocational rehabilitation process and functions to meet changing needs, respond to changes in the larger federally funded vocational services system, and better use resources. The intent was to follow-up on redesign efforts made over the past 15 years and to conduct a comprehensive examination of VESID's vocational rehabilitation program with input from consumers, staff, providers, employers, public agency partners, and other stakeholders. Attached is a status report on this initiative. Recommendations for action will be presented to the Board at the completion of the evaluation process. These recommendations will include a long-term implementation plan that will be flexible enough to incorporate the desired change and innovation while allowing ongoing adjustments as a result of fluctuations in state and federal allocations and revised legislative mandates.

Background Information

VESID is reviewing the design of its vocational rehabilitation process and functions to meet changing needs, respond to changes in the vocational rehabilitation services system, and better use resources. This "Designing Our Future" initiative is structured to address fundamental issues and questions:

· Rehabilitation Outcomes -- How can VESID partner with others to prepare sufficient numbers of people for employment in today's workforce? Will we be prepared to meet changing employment needs? What can we learn from past patterns of both successful and unsuccessful outcomes in terms of employment?

· Fiscal Viability -- Are we maximizing the use of limited dollars and staff resources?

· Quality Services -- Are we responding as effectively as possible to consumer and employer needs? Are we helping the individuals we serve to shift from consumers to employees? Is our training directly related to current and emerging jobs and careers?

Recommendation

N/A

Timetable for Implementation

The VESID “Designing Our Future” Model and Implementation Plan will be presented to the Regents in December 2005 for policy discussion and in February 2006 for approval.

REPORT TO THE REGENTS ON THE STATUS OF VESID'S "DESIGNING OUR FUTURE – THE VOCATIONAL REHABILITATION SYSTEM”

Introduction

· Fiscal Viability -- Are we maximizing the use of limited dollars and staff resources?

The new system must be broad and inclusive and must be able to meet the needs of a changing workforce environment. It must clearly articulate VESID’s mission, ensure easy access to services for consumers, provide support to staff in carrying out their responsibilities, improve outcomes, ensure accountability on all levels and allow for partnerships with stakeholders.

VESID has engaged a large number of stakeholders to seek their input on the redesign, including consumers, employers, providers, VESID staff, other SED staff, State labor unions, other State agencies, and a variety of regional and statewide constituency organizations. These organizations include the United Cerebral Palsy Association, Association for Retarded Citizens, New York State Rehabilitation Association, and Interagency Council of Mental Retardation and Developmental Disabilities Provider Agencies.

Progress to Date

Five teams have been created to carry out the work of this initiative:

Steering Committee: This committee, which includes VESID administrative staff as well as external stakeholders, coordinates the work of three service teams described below and will ensure that the findings of each group are incorporated into an integrated system design.

Front End Team: This team is exploring alternative, cost-effective strategies for improving consumer access to VESID’s services through greater use of technology and community partnerships.

Service Delivery Team: This team is examining successful approaches to vocational rehabilitation service delivery, including eligibility and vocational goal development. Discussions with stakeholders have led to the development of a team approach concept whereby vocational rehabilitation counselors maintain their essential responsibilities of eligibility determination and goal planning, but are supported by a team.

Placement/Outcomes Team: This team includes a large number of employers in addition to other stakeholders. The team is asking how VESID and its provider network can better ensure that VESID consumers are ready for employment and that job-ready applicants can quickly be linked to identified job openings.

Evaluation Team: This team will determine if recommendations are consistent with federal and State requirements and, where necessary, propose regulatory amendments. Another key function of this team will be to measure consumer, provider, and employer satisfaction with the delivery system recommended as well as determine indicators of success or failure.

Issues the teams are addressing include how to:

· Better market the benefit of VESID services to consumers and employers.

· Improve consumer access to services enabling consumers to connect with VESID quickly and move through the rehabilitation process in an expeditious manner.

· Expand VESID collaborations with Interagency partners to ensure systemic changes in all programs that impact the lives of individuals with disabilities. Examples of such collaborations include other University of the State of New York (USNY) members, Office of Mental Health, Office of Mental Retardation and Developmental Disabilities (OMRDD), and Local Workforce Investment Boards (One Stops).

· Create systems to support VESID responsibilities and functions through internal staff assignments and leveraging of resources with external partners.

· Maintain contact with consumers after successful placement to assess longevity in employment and the continued need for VESID services.

The recommendations of the various Teams will be combined with the results of other ongoing efforts within VESID, such as the internal controls development process. The goal is a design proposal that will identify structural changes in fiscal management, technology support, quality assurance activities, and business services support that may be necessary at the central, regional, and district office levels.

Recommendations

The following are some of the key recommendations proposed by the Teams:

1. Expedited Access to Services

a. A rapid entry track for consumers who choose to focus on immediate job placement, as well as a quick re-entry process for former consumers who have recently lost employment, or who are seeking support to upgrade employment.

b. Expanded use of community partnerships to perform intake and orientation functions allowing VESID staff time to focus on essential tasks.

c. Development of an on-line orientation/application system as one option for consumers, or agencies working with consumers, to apply for VESID services.

2. Expanded University of the State of New York (USNY) Collaboration

a. In order to ensure access to vocational rehabilitation services post high school, the public and private secondary-level education programs must play a primary role informing both students with IEPs and 504 classifications and their parents about eligibility for vocational rehabilitation services and the range of services available.

b. Enhanced collaboration with Special Education Regional Associates in coordination of transition services from the secondary school level to adult services.

c. Re-institute the Interagency Council for Vocational Rehabilitation and related services to help coordinate services among the major State Agencies, such as University of the State of New York (USNY), Office of Mental Retardation and Developmental Disabilities (OMRDD), Office of Mental Health (OMH), Commission for the Blind and Visually Handicapped (CBVH), Office of Alcoholism and Substance Abuse Services (OASAS), Department of Labor (DOL) and State Workforce Investment Board (SWIB). This group would consider recommendations on leveraging resources and collaborative efforts to improve access to services and cross training for staff to increase employment outcomes for individuals with disabilities.

3. Broaden the Measures Used for Tracking VESID Outcomes

Expand the measures of success by incorporating the milestones achieved by VESID consumers as they move through the rehabilitation process. Such milestones could include job placement, completion of training, attainment of degrees and other milestones paralleling the Workforce Investment Act (WIA) measures.

4. Realignment of Staff Responsibilities

a. Utilization of a “Team Approach” with the vocational rehabilitation counselor maintaining responsibility for the case function of eligibility certification, goal planning, and development of the original Individualized Plan for Employment (IPE). Subsequent IPE amendments, routine details for additional services, and case management would be the responsibility of the Vocational Rehabilitation Counselor Assistant.

b. Establish a “Placement Unit” in each District Office that will be responsible for maximizing employment outcomes via marketing tools such as Work Incentives, Work Try-Outs, and On-the-Job Training and Public Outreach. Consultation will also be available for topics such as assistive technology and reasonable accommodation.

c. Enhance technological support for placement via the expansion of the electronic Case Management System (CaMS) database to include information on consumers who are in a work-ready status and data on employers and job openings. These data would enable placement staff to follow-up on job leads, access employment-ready consumers and conduct recruitment efforts for employers and consumers.

5. Vendor/Provider Responsibilities

a. Establish guidelines and streamline processes for submitting reports to VESID via the web for services rendered to consumers.

b. Improve communication between VESID and providers via the assignment of a liaison to serve as a contact person in each District Office and provider agency.

Next Steps

· Although many VESID staff have been involved in the "Designing Our Future" effort to date, we want to ensure that all staff have the opportunity to review the initial recommendations and provide additional input. In March, representatives from the Teams met with VESID staff in each of the VESID District Offices to present the draft recommendations and to solicit their input. This information will be directed to the appropriate service teams and to the evaluation team for consideration in the revision of the recommendations.

· VESID staff is meeting with the major regional and statewide constituent groups to present preliminary recommendations and solicit feedback.

The following questions are being used to facilitate the discussions with staff and external stakeholders:

· Are these the right recommendations?

· How will they improve services and employment outcomes?

· What criteria should be used in determining the core services to be provided by VESID staff, and what could be purchased from outside vendors?

· What are the appropriate skill levels, job titles, and staffing patterns for the District Offices?

· Who are the appropriate stakeholder partners and how can we ensure accountability throughout the rehabilitation process, from access to placement?

The Honorable the Members of the Board of Regents