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

 

 

 

TO:

EMSC – VESID Committee

FROM:

Rebecca H. Cort 

 

 

SUBJECT:

Designing the Future of Vocational Rehabilitation

 

DATE:

November 15, 2005

STRATEGIC GOAL:

Goal 4

AUTHORIZATION(S):

 

 

SUMMARY

 

Issue for Discussion

 

Do the Regents support VESID’s “Designing Our Future” recommendations for changes to the vocational rehabilitation service delivery system?

 

Reason(s) for Consideration

 

Policy discussion on the recommendations put forward regarding the future design of the Vocational Rehabilitation System.  These recommendations have significant implications for future programmatic design and resource allocation.

         

Proposed Handling

 

This report follows an update from May 2005 regarding the status of the efforts to design the future service delivery system. We are now bringing the proposed recommendations for policy discussion.  Following this input, we will return for approval of the final recommendations and implementation plan in March 2006.

 

Procedural History

 

          In November 2003, VESID presented to the Board of 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.  A status report was provided at the May 2005 EMSC-VESID Committee meeting. The recommendations developed as a result of this  redesign process are now ready for review.

         

Background Information

 

          VESID reviewed 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.  The redesign process included an examination of:

 

 

Desired Outcome

 

          The Board of Regents will provide input on the recommendations identified in the attached document relating to the development of the VESID “Designing Our Future” Model and Implementation Plan.  Additional background information and a full review of the issues explored and recommendations made by the design teams are reflected in Attachment 1.

 

Timetable for Implementation

 

The final VESID “Designing Our Future” Model and Implementation Plan will be presented to the Board in March 2006 for approval. 

 

 

 

Attachments

 


DESIGNING THE FUTURE OF VOCATIONAL REHABILITATION

 

I.  INTRODUCTION AND KEY ISSUES

 

In November 2003, VESID undertook began a comprehensive review of the Vocational Rehabilitation (VR) service delivery system in order to design the future of vocational rehabilitation in New York State.  This Design initiative is intended to address the challenges the Department is facing in its 83rd year of VR program operation and to provide a blueprint for our future service delivery.

 

This effort was undertaken in the context of the many challenges and issues being faced by the Regents and the Department as we examine the University of the State of New York’s (USNY) broad authority and responsibility. These challenges include the gaps in school performance and employment for individuals with disabilities, the State’s changing demographic characteristics, the global competition for skilled workers, and the need to maximize USNY’s collective assets while ensuring expanded community and business partnerships. 

This report acknowledges and embraces the fact that vocational rehabilitation service delivery models must evolve to address the changing needs of 21st century customers and to incorporate 21st century resources, especially in the area of technology.  The recommendations reflect a close alignment with the Department-wide efforts to shape SED of the Future as we focus on the needs of our customers.  In VESID’s case, our primary customers are those individuals with disabilities who are seeking employment, but we also recognize our obligation to respond to the needs of employers as well as the many rehabilitation service providers who serve as the bridge between VESID and job placement.  In that context, the redesign process included an examination of:

 

 

Most importantly, our recommendations recognize that VESID alone will never have the capacity to close the employment gap.  Our goals can only be achieved through greatly expanded collaborations across USNY, including VR’s integration into the work of school districts, institutions of higher education, and the Independent Living Centers, as well as beyond USNY through our work with the statewide workforce development systems, our State agency partners, and the broad range of community-based rehabilitation service providers.

 

 

II. HOW DID VESID CONDUCT THIS REDESIGN INITIATIVE?

Through focus groups, surveys and benchmarking with other states, the design teams gathered information on the effectiveness of VESID processes and systems requiring change, as well as recommendations on how to change.  Input was gathered via staff meetings in each VR District Office; numerous community meetings at various locations throughout the State with outside stakeholders, including consumers, family members, advocates, State Rehabilitation Council (SRC) representatives, vendors, State agency partners, and educators; and feedback from both an internal and external website survey. This input was processed in two summit sessions involving VESID VR Senior staff and the Design Our Future Steering Committee members.  The Design proposals reflect almost two years of input and discussion.

The attached document (Attachment 1) provides additional background information and a full review of the issues explored and recommendations made by the design teams. The final recommendations for action, which are summarized below, reflect both dramatic changes and subtler restructuring of VESID VR processes.  Taken in total, implementation of the proposed design will result in a significant culture change for VESID and major improvements in access and service delivery for its consumers.  Successful implementation of this proposed model would require a reallocation of certain resources as well as substantive and sustained training for, and ongoing communication with, both staff and partner agencies.

III. PROPOSALS FOR DESIGNING OUR FUTURE

OVERARCHING ISSUES

The key to the success of implementing the following recommendations is the ability of the Department to support VESID’s need to:

§       Expand access to technology;

§       Implement a staffing-ratio system to support the functions of the District Office;

·       Restructure the VR fiscal system; and

·       Develop a marketing strategy that meets the needs of our diverse pool of customers.

RECOMMENDATION #1:  Provide Access to a “Placement Express”

 

All consumers now entering VR services go through the same “case management” approach, including an in-depth information session and a counselor appointment to develop an Individual Plan for Employment (IPE).  However, a small number of consumers are not interested in the full range of VR services. Some consumers, such as County Department of Social Services (DSS) benefit recipients, have mandates from other systems that limit them to seeking VR support solely for job placement.  We are proposing an alternate rapid entry track for those individuals who chose to or must focus on immediate job placement. Expedited placement services will be delivered following the establishment of VESID VR eligibility.

 

RECOMMENDATION #2: Develop an Incumbent Worker/Career Development Track for Easy Consumer Re-Entry to VESID 

 

Reflective of the job market of the future, where most workers will have multiple employers/careers in the course of their working lives, VESID needs to offer an open door to former consumers who still meet VR eligibility criteria, have disability related employment barriers, and are currently working and seeking to upgrade employment or need to rapidly re-enter employment.  In previous years, Federal Rehabilitation Services Administration (RSA) directives focused state VR agencies in assisting individuals with disabilities in obtaining entry-level employment; thereby, “leveling the playing field” with their non-disabled peers.  That focus has not expanded into assisting those same individuals with career development and advancement on their jobs.  However, within the VESID culture, criteria for re-entry is often more strictly enforced than is the case for individuals seeking initial eligibility.  VESID VR needs to refine its service provision to address the ongoing vocational needs of previously eligible consumers.

 

RECOMMENDATION #3: Provide A “Fast Track” Entry Option within Each District Office

 

A key finding from our focus groups was that consumers generally indicated satisfaction with current VR Orientation processes, but also indicated they would like to meet with a VESID counselor sooner and more frequently. There is a direct correlation between how quickly consumers entered the VESID system, and their satisfaction with VESID services.  We recognize that it is unlikely that sufficient personnel will be available to enable VESID to directly staff the many activities that are necessary to bring all consumers into the VR system in a timely manner.  The current capacity does not adequately address consumer demand and will not provide sufficient resources to respond to the proposed expansion of front-end activities included in this design. A “Fast Track” service entry model will utilize community vendors to perform a range of intake and orientation activities. This format is intended to broaden opportunities for consumers to enter the VESID system in a timely manner, to expand upon existing community relationships, and to enable VESID professional staff to focus on essential VR tasks such as eligibility determination and plan development.

 

RECOMMENDATION #4: Enhance Transition for Consumers Exiting School

 

Not all students in NYS schools identified as having disabilities require adult vocational rehabilitation services. However, a significant number of secondary students, who would meet VR eligibility, fail to link to VR or other adult services.  For these students, gaps in connecting to VESID often result in years of chronic unemployment, lack of benefits, dependence on public assistance and deterioration of skills gained in educational settings.  In many cases, by the time the consumer is linked with VESID, both costs and the difficulty of gaining employment have skyrocketed. Limited VR staffing for outreach and the autonomy of local school districts has made a systemic and coherent response to this issue problematic.  The Department is in a unique position to bring resources and focus to this crucial juncture, both through mandated school transition activities and closer coordination of VR and other Department technical assistance activities focused on students with disabilities.

 

RECOMMENDATION #5: Utilize VR’s Unique Expertise to Ensure NYS Partner Collaboration, Yielding the Best Employment Outcomes for Shared Disabled Consumers

 

VESID’s New York State partner agencies have expertise either in helping the general public find employment or in helping consumers address the impact of a specific disabling condition.  People with varying levels of disability clearly comprise a significant portion of the job seeking public served by the NYS Department of Labor (DOL).  Comprehensive responses to the needs of a specific disability group, such as those offered by the NYS Offices of Mental Health (OMH), Mental Retardation and Developmental Disabilities (OMRDD) and Alcoholism and Substance Abuse Services (OASAS) often include addressing some vocational issues. However, VESID is the primary agency where expertise in the medical aspects of disabilities, current rehabilitation technology, and rehabilitation counseling best practices come together with a fully developed knowledge of career planning, employment preparation, job seeking and job retention for individuals with disabilities. Because the mission of VESID reflects this dual role of disability and employment service delivery, it has a unique position bridging agencies addressing primarily one or the other focus areas.   Since no other agency has so comprehensive a mission, VESID should take a leadership role in enhancing the collaboration among all the key State partners involved in the employment needs of individuals with disabilities.

 

RECOMMENDATION #6:  VESID Needs to Envision Its Own Operation as a Key Component of a Larger Workforce Development System through One- Stop Partnering 

 

VESID VR isolation from the larger workforce system as defined in the federal Workforce Investment Act (WIA) is not a viable option and disadvantages our consumers.  Services to all individuals with disabilities within the State cannot and should not be provided exclusively by VESID.  Services at the One-Stop training and employment centers, which are the core of the national workforce program delivery system as defined by the Workforce Investment Act (WIA), can assist some people with disabilities to achieve employment. Not all disabled individuals require a rehabilitation-based employment plan or a case management model for employment services.  Measurement of employment outcomes for individuals with disabilities should be generated on a system-wide basis.

 

VESID will develop a statewide strategy for its involvement in the WIA system. On the local level, District Offices will have a professional staff member without full caseload responsibilities assigned to the principle One-Stop sites (at least one per District Office).  Specific role definition will be derived from the structure and process at the particular One-Stop.

 

RECOMMENDATION #7: Use Web-Based Technologies to Improve Access to VESID Services by Consumers and Provider Agencies

 

An on-line orientation and application option for consumers and service providers will complement the existing manual methods of data collection for purposes of making eligibility determinations.  It will direct potential applicants who are computer users to available information resources and allow timely referrals to VESID.  It will be designed to allow information exchanges between referral sources, health providers, community agencies, and other relevant parties.  The system will direct consumers to relevant areas of service delivery, and include online contact information for persons or programs that would serve as alternate contacts to the applicant.

 

RECOMMENDATION #8: Designate the Electronic Version of VR Consumer Files as the Official Case Record (CaMS)

 

Our current record keeping system, CaMS, was originally designed with the expectation that staff at all levels would access the case record and enter data or perform casework in an electronic format, but that the “official legal case record” would continue to be the paper file.  There is now an increased reliance on the use of CaMS, the electronic record, “to tell the story” rather than the hard copy of the case file.  The latest fiscal control requirements for supervisory review and approval further highlight the importance of including all necessary supporting documentation in CaMS, so that the reviewer is able to determine the appropriateness of the authorized services.  However, many supporting documents in the case record are not generated by VESID and are in hard copy in the paper file. Future collaboration with other systems also depends on a fully electronic case record system.

 

RECOMMENDATION #9: Ensure that all VESID VR “Public Message” Materials are Clear, Consistent and of High Quality

 

VR materials will use the “language of success and inclusion” of persons with disabilities.  VESID’s public message materials will be responsive to the information needs of various partners in the vocational rehabilitation process, including disability groups, employers, advocates and school district personnel. Materials developed for use by VESID for its public message will be available in various formats, including print, DVD and on Internet Web sites.

 

RECOMMENDATION #10: Implement a Service Delivery Team Model

 

The model of the future utilizes a team concept for service delivery, with a Vocational Rehabilitation Counselor (VRC) maintaining responsibility for the core rehabilitation functions of eligibility certification, for goal planning, and for the development of the original Individual Plan for Employment (IPE).  Routine details regarding additional services and case management, will become the duty of a Vocational Rehabilitation Counselor Assistant (VRCA) working under the instruction of a VRC.  Consumers will maintain the ability to access a VRC and receive counseling supports to appropriately obtain a successful rehabilitation outcome, but will also have other staff members to turn to for more routine needs.  Senior VRCs will supervise units comprised of both VRCs and VRCAs.

 

RECOMMENDATION #11: Restructure the Responsibilities of VESID’s District Office and of the VESID VR Functions within Central Office

VESID’s current VR configuration reflects 15 District Offices and 7 satellites.  While this design enables VR to be accessible to its consumer base and to address linkage, vendor and service delivery needs locally, it also creates a number of issues of concern and does not maximize staff resources.  These issues can best be resolved through the designation of a number of these offices as Regional Offices that will serve as a source of support and supervision for up to three other District Offices. This structure maintains the local knowledge and responsiveness that is crucial for VESID VR operations, while achieving significant gains in efficiency, cost-effectiveness and compliance with applicable rules and regulations. It provides an economy of scale without creating potential bottlenecks.

In a parallel manner, it is recommended that the current District Office Operations structure in Central Office be realigned to better support the current and future VR Service delivery system as a whole. Finally, it is recommended that VR continue to explore a variety of locations/office configurations to enhance partnerships, collaboration, and accessible services for its consumers.

RECOMMENDATION #12: Utilize a Milestone Approach in Quantifying the Successes of the VESID VR Program

 

VESID VR currently reports the success of the program based on the number of consumers who have been satisfactorily placed in employment and maintained that employment for ninety days.  Although numerous steps need to be taken to meet this goal, VESID has continued to concentrate on the attainment of consumers finding and maintaining employment as the primary measure of success.  While our funding stream requires us to focus on the number of employed consumers, often significant VR vocational assistance is rendered to consumers in other areas.  Vocational rehabilitation is a developmental process, where consumers may require very different interventions at different times in their progress towards employment. This requires a new system in which we quantify and value the positive changes/successes that people obtain while receiving VR services.

 

RECOMMENDATION #13: Maintain an Alumni Association of Former VESID VR Consumers to Provide Ongoing Outreach, Mentoring, Job Development and Other Supports to Current VR Consumers 

 

Similar to a University Alumni Association, successful VESID participants will have the opportunity to play an active role in the VR program and provide ongoing input to improve services for individuals with disabilities, as well as promote better communication.  Members who have achieved milestones will be available to function as resources to the program in a number of areas including: fostering opportunities for job placement, developing an awareness of key issues in the community, and acting as peer supports and mentors to current consumers.

 

RECOMMENDATION #14: Develop a Comprehensive Marketing Plan to Provide Consistently High Quality Public Relations, Outreach, Community Education, and Job Placement Services

 

The envisioned Marketing Plan will:

 

 

RECOMMENDATION #15: Create a Business Service Model that Meets VR Needs, and Fosters Regulatory Compliance/Monitoring

 

This recommendation includes adding a staff procurement expert, who must be part of the team defining business processes and building an improved fiscal management (procurement and payment) system.

 

IV. NEXT STEPS

         

The next steps of the Design include the following: 

 

 

 

 

 

Attachment 1

 

PART ONE:  INTRODUCTION AND KEY ISSUES

 

WHY DESIGN OUR FUTURE?

 

In November 2003, VESID undertook a comprehensive review of the Vocational Rehabilitation (VR) service delivery system in order to design the future of vocational rehabilitation in New York State.  This Design initiative is intended to address the challenges the Department is facing in its 83rd year of VR program operations and to provide a blueprint for our future service delivery.

 

This effort was undertaken in the context of the many challenges and issues faced by the Regents and the Department as we examine the University of the State of New York’s (USNY) broad authority and responsibility. These challenges include the gaps in school performance and employment for individuals with disabilities, the State’s changing demographic characteristics, the global competition for skilled workers, and the need to maximize USNY’s collective assets while ensuring expanded community and business partnerships.  Within the Department, VESID’s direct service delivery capacity puts VESID in a unique position to impact the numbers of individuals with disabilities who participate in meaningful employment that both enriches their lives and contributes significantly to the economic health of the individual and of New York State.  

 

This report acknowledges and embraces the fact that vocational rehabilitation service delivery models must evolve to address the changing needs of 21st century customers and to incorporate 21st century resources, especially in the area of technology.  The recommendations reflect a close alignment with the Department-wide efforts to shape the SED of the Future as we put at the forefront a focus on the needs of our customers.  In VESID’s case, our primary customers are those individuals with disabilities who are seeking employment, but we also recognize our obligation to respond to the needs of employers as well as the many rehabilitation service providers who serve as the bridge between VESID and job placement.  In that context, the redesign process included an examination of:

 

·       The barriers arising from our current structure and the necessary levers for change in our management systems;

·       The shifting knowledge base and skills needed by our internal workforce;

·       The exploding potential of technology; and

·       The importance of internal and external accountability, including internal controls, monitoring and enforcement, and results-based evaluations of performance.

 

Most importantly, our recommendations recognize that VESID will never have the capacity to close the employment gap alone. Our goals can only be achieved through greatly expanded collaborations across USNY, including VR’s integration into the work of school districts, institutions of higher education, and the Independent Living Centers, as well as beyond USNY through our work with the statewide workforce development systems, our State agency partners, and the broad range of community-based rehabilitation service providers.

 

To better understand the challenges we face, it should be noted that VESID provides VR services to over 98,000 applicants annually.  To provide accessible services, we operate in a number of locations in every county in the State, often in “borrowed” partner space as well as the official 15 district offices and 7 satellite locations.  VR works under federally mandated time frames and requirements. The scope of VR’s fiscal operation is staggering, as each counselor is involved in numerous individualized purchases in support of each consumer’s plan for employment. The challenges of maintaining appropriate fiscal controls while achieving quick customer linkage to key services and ensuring timely payment of vendors are immense.

 

A.              Changing Service Provision Environment:

 

The world of employment services has dramatically expanded since the inception of the VESID VR services. VESID has evolved over the years and is now included in a comprehensive partnership of all federally funded vocational programs under the Workforce Investment Act (WIA) umbrella. Other NYS agencies serving the disabled have also developed vocational initiatives and the array of rehabilitation facilities, BOCES, and other educational and training services has multiplied.  USNY partnership has emerged as a valuable resource.  Service modalities have evolved from a few sheltered workshops to full consumer integration in community-based education and employment. VESID must position itself to maximize the use of all available resources for its consumers, to better address the potential for overlapping services, and to take a leadership role in working with partners regarding the specialized employment requirements of people with disabilities.

 

B.              Changing Fiscal And Staffing Resources: 

 

The ever-increasing cost of service provision is another significant factor impacting VESID VR program operations.  This is coupled with severe reductions in the non-VESID support services utilized by our consumers to help them achieve and maintain employment. The overall reduction in the human services support network in New York State shifts additional tasks to VESID VR staff such as case management support for issues that impact on the consumer’s ability to work.  Simultaneously, many experienced VESID VR staff members are reaching retirement age and exiting the Department. Nearly 40% of VESID's VR counseling staff will be eligible to retire within the next five years.  Although we are making good progress in our ability to replace staff, many of the hirings are internal promotions, so residual unintended staffing gaps remain.  All of these factors reduce VESID VR’s direct service capacity.

 

As Designing Our Future proceeds, it cannot be assumed that substantial additional resources will be made available to VESID to fulfill its mission. We must find ways to maximize our ability to reach and serve all eligible applicants in order to avoid the federal Rehabilitation Services Administration (RSA) imposing an Order of Selection (forced limitation of services to only the most severely disabled). This status would, by definition, dramatically reduce the number of individuals VESID VR could serve. The design must address all these factors and determine those functions that are central to VESID’s mission, those that are potentially available as services from external supports, and those functions that might have to be reduced or eliminated.

 

C.       Technological Evolution:

 

A potentially positive area of change is the rapidly expanding array of technological supports that are available not only for VESID consumer use, but which could be utilized much more extensively by VESID VR in the performance of its mission. Given staffing levels, and the VR mandate to provide accessible services in every community in the State, the need to interact electronically with other partners and broaden VESID’s technological supports is essential. 

         

D.       Implementation of Fiscal Controls:

 

The Design process must ensure that the VR system of the future has the capacity to perform the unique consumer specific spending that is critical to vocational rehabilitation service delivery. However, the structure must enable VESID to do so in a manner that is in full compliance with NYS finance law and other fiscal requirements. More stringent monitoring, control processes and purchasing protocols must be implemented without creating a barrier to timely, effective consumer services.

 

E.       Changing Patterns of Employment:

 

As vocational specialists, VESID VR must ensure its design is complementary to the emerging employment patterns of the coming century.  Job seekers are now much less likely to move into a single, permanent job, work for the same employer, or remain in the same field for their entire careers.  Entry and re-entry into VESID services must accommodate this reality. Shifting demographics will create shortages within the nation’s worker population, and create a new level of employment opportunity for individuals with disabilities.


However, selection of the right fields and the development of essential skill sets are more crucial than ever.  VR staff need the time, training, structural support and the labor market information to assist our consumers in these decisions.

 

PART TWO:  HOW DID VESID CONDUCT THIS

REDESIGN INITIATIVE?

 

The Design proposals reflect almost two years of input and discussion. Through focus groups, surveys and bench-marking with other states, the design team gathered information on the effectiveness of current VESID processes and systems requiring change, as well as recommendations on how to change.  Input was gathered via staff meetings in each VR District Office; numerous community meetings at various locations throughout the State with outside stakeholders, including consumers, family members, advocates, State Rehabilitation Council (SRC) representatives, vendors, State agency partners, and educators; and feedback from both an internal and external website survey. This input was processed in two summit sessions involving all VESID VR senior staff and Designing Our Future Steering Committee members.

 

The Designing Our Future recommendations reflect a system that is bold, broad and inclusive. The recommendations are intended to clearly articulate VESID’s mission, ensure easy access to services for consumers, align staff to best carry out their responsibilities, improve outcomes, ensure accountability on all levels, and allow for productive partnerships with stakeholders.  The following recommendations are a result of this complex process.

 

A preliminary implementation plan has been developed identifying the activities, timelines and sequence needed to bring the design to life. A number of pilot projects are already underway to provide more detailed implementation guidance where this is needed.  An “Evaluation Team” is responsible for establishing a process to assess the effectiveness of the design, and to define quality assurance standards that will ensure the integrity of the entire process.  More detailed recommendations are also being developed relative to the Central Office and District Office structures that will be needed to support the design. The implementation phase for this major systems change will be a gradual process over the next few years, with some areas moving quickly into place. Other efforts will require infrastructure development or the participation of numerous outside partners, and thus will come on line more slowly.  Ultimately, if we have done our work correctly, the system will continue to evolve, so that in some ways we will never be done but rather will be working on our next improvements.

 

WHAT ARE THE OVERARCHING ISSUES?

 

Commissioner Mills charged the Steering Committee to bring VR forward to meet current needs effectively and to design the underpinnings of an agency that would be viable into the foreseeable future.  In order to move the design proposal from theoretical ideas to reality and achieve that long-term vision, a set of over-arching requirements were identified.  These are the aspects of the design that must have substantive support in order to proceed further with any implementation plans.  Without agreement on these items, the design proposals outlined in the following document will not be able to be carried out or would need to be significantly restructured.

 

Ability to Utilize All Technology Applicable to VESID’s Unique Vocational Rehabilitation Mission: 

 

          The Department developed technology guidelines to meet the varied requirements of the USNY participants, including specifications and limitations on types of equipment, software, and modes of computer access.  Due to its provision of direct consumer services and its requirement to be available in multiple settings, VESID’s VR technology needs are distinct from those of other Department offices in certain respects.

 

          VESID needs proactive leadership in the implementation of the technology of its future. Managing technology for the department is an immense task, and the Department’s Information Technology Services (ITS) Unit currently acknowledges it is stretched beyond capacity. Prioritization/limitations on technology initiatives are underway, and additional resources are clearly not anticipated.  However, as detailed in the recommendations, VESID has numerous technology needs that will require new and distinct capacities.  These include web-enabling the Case Management System (CaMS) record keeping system to make it truly portable as well as the ability to gather electronic signatures and scan external information into our files.  VESID will also need to continue to examine emerging technology for tools that will enhance its service delivery capacity.

 

          VESID must work in tandem with the Department’s ITS leadership and staff so that VR will comply with all technology mandates that are applicable to VR’s technology needs.  However, these collaborative efforts must also ensure that VESID VR has the additional technological capacity to perform our mission while protecting the Department’s operating systems. By drawing on its federal funding, VR has the financial capacity needed to underwrite crucial technology supports above and beyond those currently available. Without the needed flexibility in this area, the design as a whole is significantly compromised.

 

Maintenance of Core Staffing for VR Functions:

 

          The provision of VR counseling is a one-on-one process of identifying the unique vocational capacities, interests and disability related abilities of each consumer. The development of each person’s employment plan brings to bear the VR counselor’s knowledge of the labor market, rehabilitation technology and available services. Multiple vendors to provide equipment as well as educational and training services may be necessary to actualize the plan. Various clerical and fiscal support functions are then needed to translate that plan into the purchasing and documentation processes that ultimately result in achievement of a consumer’s employment goal.  Staff capacity to carry out a broad array of functions in a timely manner is crucial for consumer success.

 

          The service delivery structure for VESID VR services has not changed substantially since the revision of the Federal Rehabilitation Act in 1973. Many staff members have reached retirement age and VESID VR is currently dealing with an anticipated 40% staff turnover in the next five years. It has not been possible to replace departing staff members on a one-for-one basis, and staffing gaps may occur based on individual retirement decisions. We have sought out best practices, analyzed our own service delivery experience, and developed recommendations as to both the minimum number and type of VR staffing needed for the provision of individualized service to over 98,000 consumers annually. These staffing recommendations will enable us to comply with all federal and State requirements, which include specifications of key services that must be directly provided by VR staff and cannot be purchased from external providers.  The recommended design will enable us to meet fiscal guidelines, and most importantly, will provide sufficient vocational rehabilitation counseling capacity to meet the unique employment needs of each of our consumers.

 

          There is also acknowledgment that we must contract with external providers to perform a broader usage of functions. We have looked at what portions of the operation might be more indirectly supported via the appropriate utilization of non-VESID partners. The proposed model presumes that, where permitted by federal and State requirements, VESID will purchase additional kinds of services.  Many of the design items address creative approaches to providing consumers with requisite services in a more timely manner through the use of partnering, vendorization, or service reconfiguration. Traditional spending patterns will change, with Federal case service dollars being utilized to underwrite new consumer specific service purchases around intake and generation of materials for eligibility.

 

          The design model assumes that the core staffing patterns included in the proposal will serve as a tool in helping VESID manage its workforce over the next few years.  Significant variance from the model would ultimately reduce the number of individuals served by VESID, since by federal definition, core rehabilitation functions must be provided by VESID VR employees.

 

Restructuring of VESID VR’s Fiscal Processes: 

 

Audit findings within the last few years make evident that the management of over $120 million dollars in purchases, for almost 100,000 individuals with disabilities annually, cannot continue to be the primary task of staff whose skills are rehabilitation counseling. Current fiscal processes are inadequate to support the increasingly complex contractual arrangements and State finance law requirements. Expansion of the vendor pool directly benefits consumers, but VESID’s inability to generate timely payments, and the complexity of its payment documentation requirements, discourage vendor participation. The entire fiscal structure of the VR program must be realigned and strengthened to enable the system to support the work of VR counselors on behalf of consumers, ensure regulatory compliance and support internal controls.  Implementation of a new fiscal management system is critical to the viability of the VR Program in VESID.

 

Capacity to Diverge from SED Media/Publication Standards and Utilize External Marketing Resources: 

 

          In a manner directly paralleling VR’s unique needs in the field of technology, a similar situation exists in relation to marketing and public message activities.  VESID VR is charged with a public education role, in combating the misconceptions about the limitations of disability on employment capacity. VESID is also charged with outreach to unserved and underserved portions of the disabled population, so that they may become aware of, and benefit from, VESID services. Materials relative to specific disabilities and to life situations, such as the transition from secondary education or the entry into the workers compensation system must be available.  Another crucial component is marketing work VESID does with the employer community to create employment opportunities for consumers.  VESID products must be of a professional quality, provide maximum impact for the dollars invested in their creation, and be available in various formats and in a timely manner.

 

          In order to have the tools needed to perform the public message/marketing portions of VESID’s mission, a number of media approaches are needed, from creation of brochures, to development of content in a number of languages, to the production of video and audio versions of materials. SED publication limitations and time frames do not allow VR to function at the level required to successfully perform some of its core activities. VR must have the capacity to draw on external consultants for public message and marketing activities, and to utilize external publishing resources.  As a direct service provider, VESID VR must be able to reach all of its many diverse stakeholders and provide them with clear and compelling messages or its risks reductions in positive outcomes for the program and its participants.

 

The proposals that follow represent both dramatic changes and more subtle restructuring of current VESID VR process.  Taken in total, implementation of the proposed design will result in a significant culture change for VESID and major improvements in access and service delivery for its consumers.  Successful implementation of this proposed model would require substantive and sustained training for, and ongoing communication with, both staff and partner agencies.

 

PART THREE: PROPOSALS FOR DESIGNING OUR FUTURE

 

In order to address every aspect of the VESID VR process, the Design team divided into sub-groups to explore options with respect to key service areas: Intake, Service Delivery and Placement Outcomes. An additional group has been charged with looking at the evaluation and quality assurance measures needed for the new structure.  The teams were charged with designing a service delivery system that would enable VESID to continue to provide quality, effective services to consumers. The groups were advised that there would be no additional dollars and the overall number of staff would remain constant; however, it would be possible to reconfigure the existing staff, to identify other ways to spend saved dollars and to consider ways to leverage funds with other agencies.  For the purposes of this document, details of those recommendations that fall within the purview of routine district office operations have not been included in this summary material. The following recommendations are organized around the major themes that emerged from our work.

 

IMPROVING ACCESS

 

Of the 98,000 people served yearly by VESID VR, each has an initial, pre-eligibility experience with VESID that can be the most in-depth period of time the person spends with the VR counselor and the VR system. This early stage of activity is the period when potential applicants, their families, referral sources, advocates and other entities form an opinion about VESID that will very likely stay with and influence them for the rest of their VESID experience.  If this initial entry period is not successful, the person may not advance to employment.

 

As part of VESID’s VR design initiative, a “Front End” Team comprised of VESID staff and constituency representatives was developed to review and analyze the components of the front end process.  As part of that effort, this group developed a vision of an ideal VESID access system, conducted comprehensive information gathering activities to help assess the current state of the existing system, and developed a thorough set of practical recommendations to assist the agency in moving toward an enhanced system that strives for the ideal while taking into account limited agency resources and staffing. The Front End Team determined that any successful VESID access system would include the following improvements:

 

·       Increase mechanisms for providing information on VR services to potential consumers, advocates, referral sources and school personnel;

·       Provide increased/improved outreach to potential consumers;

·       Expand ways of applying for VR services;

·       Enhance the transition process from school to VR services for eligible students with disabilities; and

·       Improve timeliness and completeness of the eligibility determination process.

 

The Team proposed the development of facilitated entry tracks for all individuals who are requesting VESID services including incumbent workers, previous consumers, consumers transitioning from secondary education programs, and those requesting only placement services. All of the recommendations address a key finding identified in the focus groups with consumers, vendors and advocates indicating a direct correlation between timeliness of service and consumer satisfaction. 

 

Entry into the VESID system should give the consumer a clear idea of the VR process and potential services in a manner supportive of cultural and/or functional differences, and with a minimum amount of bureaucracy and paperwork.  Information must be concise, clear, and available in diverse languages and through current technology. The process enables the consumer to make an informed decision to opt in or out of VESID involvement at any point, differentiates the degree of urgency in the consumer’s need for employment and yields sufficient information to generate timely eligibility determination and counselor linkage. The first group of recommendations attempts to reflect these objectives. They have the common theme of providing a number of “doors” through which potential VESID consumers may enter. Current VESID methodology brings in all consumers through essentially the same type of process, and sorts out their unique needs after entry.  We believe a more effective and efficient approach would be to offer a number of entry options, rather than a ‘one size fits all’ approach.

 

An ideal front-end approach is also one that reduces rather than increases VESID staff time spent in providing intake activities. It is clear cut, with a minimum of steps, yet yields sufficient information to be the basis for accurate eligibility determinations and plan development, while assisting staff to determine the level of service required and the intensity of consumer support needed.

 

RECOMMENDATION #1:  Provide Access to a “Placement Express”

 

All consumers now entering VR services go through the same “case management” approach, including an in-depth information session and a counselor appointment to develop an Individual Plan for Employment (IPE). However, a small number of consumers are not interested in the full range of VR services.  Some consumers, such as Department of Social Services (DSS) benefit recipients, have mandates from other systems that limit them to seeking VR support solely for job placement.  We are proposing an alternate rapid entry track for those individuals who chose to or must focus on immediate job placement. Expedited placement services will be delivered following the establishment of VESID VR eligibility.

 

How It Will Work:  At initial contact with VESID, and in our public messages, consumers would be offered the Placement Express option.  If this matches with their needs, they can self identify as placement ready and in need of a limited number of shorter-term services, primarily placement. Consumers are then offered a brief screening/assessment to ensure work readiness.  For those for whom this is found to be a reasonable plan, rapid access to plan development and direct placement is provided in an expedited manner.

 

Positive Impact on VESID:  A performance-based placement express program moves appropriate consumers through the process of eligibility to employment more expeditiously than the traditional VR service model. The process will enhance efficiency and effectiveness of services to the subset of new VR consumers who are ready for placement into competitive employment. This approach will enable us to move quickly on those cases where the consumer is both interested in, and appropriate for, rapid placement as the primary service.  Placement Express services have the potential to yield more rehabilitation placement outcomes and more consumer satisfaction, resulting from shorter term and less expensive services. Intensive initial placement planning lowers our overall cost per rehabilitation. In addition, this approach strengthens responsiveness to employers and builds VESID’s image as employment/placement focused. This track will also enable us to respond as quickly as needed to people who are both County Department of Social Services’ recipients and VESID consumers.

 

RECOMMENDATION #2: Develop an Incumbent Worker/Career Development Track for Easy Consumer Re-Entry to VESID 

 

Reflective of the job market of the future, where most workers will have multiple employers/careers over the course of their working lives, VESID needs to offer an open door to former consumers who still meet VR eligibility criteria, have disability related employment barriers, and are currently working and seeking to upgrade employment or need to rapidly re-enter employment. In previous years, federal Rehabilitation Services Administration (RSA) directives focused state VR agencies on a strategy of “leveling the playing field” by enabling individuals with disabilities to get an equal start with their non-disabled peers. RSA has evolved the goal of helping individuals who still have disability related employment barriers through the multiple phases of their career development.  However, within the VESID culture, criteria for re-entry are often more strictly enforced than is the case for individuals seeking initial eligibility. VESID VR needs to refine its service provision to address the ongoing vocational needs of previously eligible consumers.

 

How It Will Work: VR public messages, especially closure letters/activities, would include definition of circumstances under which consumers can return for additional services.  Consumers with disability related employment barriers would know they are welcome to return and how to do so.  Some may come back via Placement Express as in Recommendation #1 above, others may be served under the Post Employment Services category, and others whose needs now fall outside VESID’s domain may be linked to One-Stop services.  Some interventions would be in the category of “job saves” (when an anticipated termination of employment can be averted), while others would focus on new career development.

 

Positive Impact on VESID:  This method would reduce the dissonance between future vocational needs of consumers and the pressure on the system to measure successful achievement of 90 days of employment, in accordance with Federal outcome measures.  Case closure, with recognition that an employment goal had been reached, would not be seen as the end point for potential VR support for additional future vocational milestones.  This approach acknowledges and addresses the need for career development for individuals with disabilities.  It also enables VESID VR to demonstrate concern for consumer careers, not just entry jobs. This method addresses both unemployment and under-employment issues for individuals with disabilities.

 

RECOMMENDATION #3: Provide a “Fast Track” Entry Option Within Each District Office

 

A key finding from our focus groups was that consumers generally indicated satisfaction with current VR Orientation processes, but also indicated they would like to meet with a VESID counselor sooner and more frequently. There is a direct correlation between how quickly consumers entered the VESID system, and their satisfaction with VESID services.  We must recognize that it is unlikely that sufficient personnel will be available to enable VESID to directly staff the many activities that are necessary to bring all consumers into the VR system in a timely manner.  The current capacity does not adequately address consumer demand and will not provide sufficient resources to respond to the proposed expansion of front-end activities included in this design.  A “Fast Track” service entry model will utilize community vendors to perform a range of intake and orientation activities. These may include; community information sessions, intake interviews, gathering of medical documentation for eligibility/other record procurement, linkage to other resources, and production of draft materials for VESID casework.  This format is intended to broaden opportunities for consumers to enter the VESID system in a timely manner, to expand upon existing community relationships, and to enable VESID professional staff to focus on essential VR tasks such as eligibility determination and plan development.

 

How It Will Work:  Current VESID service contracting options have created an opportunity for purchase of these services, which can be tailored to the individual needs of District Offices. The potential exists to gather a wider variety of information for eligibility/planning purposes, such as functional assessment and interest inventories. The focus of this recommendation is on the purchase of a package that will expedite completion of eligibility certification.  It presupposes that the second stage of the Design process will focus on implementation guidelines, including credentials of staff that would perform the “Fast Track” functions, and quality assurance measures that would be applied to the products of a “Fast Track” process.

 

Positive Impact on VESID: VESID professional staff will be able to focus on core vocational rehabilitation interventions (Eligibility Certification and Plan Development activities) without hindering consumer access to the system. This approach also helps reduce the current heavy clerical duties on counselors that negatively impact available time to meet with consumers.  Consumers will have the potential to receive more extensive case management support at the time of intake, and in a timelier manner, than is possible with current VESID staffing.  By purchasing this service in a number of areas, geographic access for consumers will be enhanced, and services will be available in more convenient locations.

 

This method has the potential to directly increase consumer satisfaction, and to increase successful rehabilitation closures due to more counselor time given to vocational counseling and guidance. This approach also addresses the concern voiced by focus group participants that certain consumers due to the limitations imposed by their disabilities cannot access VESID successfully without significant support from the provider community. This methodology would facilitate participation in projects with large numbers of potential referrals from such sources as school districts and pilot projects with partners that we otherwise could not accommodate. 

 

VESID’S LEADERSHIP ROLE IN NEW YORK STATE SERVICES TO INDIVIDUALS WITH DISABILITIES:  ENHANCING UTILIZATION OF THE UNIVERSITY OF THE STATE OF NEW YORK (USNY) PARTNERSHIP

 

          VESID VR is the New York State (NYS) agency officially charged with provision of employment services to individuals with severe disabilities (people who meet the Federal RSA definitions regarding severity/need). However people with all degrees of disability interact with a variety of human services systems. There are numerous other state and local programs that either share VESID’s service population, or work with disabled individuals who are not involved with VESID services.  Beyond their direct service role with the severely disabled, VESID staff are uniquely qualified by both experience and training to provide vocational rehabilitation expertise within SED/USNY and across other NYS agencies/services.  As experts in the field of vocational rehabilitation, we are able to serve as a catalyst for systemic improvements.  It is consistent with our mission to ensure that issues pertaining to the employment of individuals with disabilities are addressed in a manner that:

 

·       Guarantees consumer access to the most appropriate level of service;

·       Is cost effective and coordinated to maximize consumer success;

·       Enables VESID and its partners to better measure and account for the full range of employment related outcomes for individuals with disabilities; and

·       Replicates best practices and enhances efforts across and among system partners.

 

With these goals, recommendations in this area focus upon VR’s work with schools, other NY State agencies, USNY and the larger Work Force Development system. The ideal VESID service delivery process is one that occurs within the larger context of the WIA system, is effectively linked with parallel community and State-based systems, and adds value for individuals with disabilities regardless of where they first approach services.  The system coordination must extend to key partners such as schools and employers, and provide information and services tailored to each partner’s unique needs.  This system is congruent with all VESID values and requirements, but requires collaboration with many non-VESID entities.

 

RECOMMENDATION #4: Enhance Transition for Consumers Exiting School

 

Not all students in NYS schools identified as having disabilities require adult vocational rehabilitation services. However, a significant number of secondary students, who meet VR eligibility, fail to link to VR or other adult services.  For these students, gaps in connecting to VESID often result in years of chronic unemployment, lack of benefits, dependence on public assistance and deterioration of skills gained in educational settings.  In many cases, by the time the consumer is linked with VESID, both costs and the difficulty of gaining employment have skyrocketed. Limited VR staffing for outreach and the autonomy of local school districts have made a systemic and coherent response to this issue problematic. The Department is in a unique position to bring resource and focus to this crucial juncture, both through mandated school transition activities and closer coordination of VR and other Department technical assistance activities focused on students with disabilities.

 

How It Will Work:  Annually by letter the Department will directly inform parents/guardians of students with disabilities about the availability of the adult Vocational Rehabilitation system and how to contact them for information and assistance.  

 

Closer coordination of VESID VR and other Department staff will result in more effective education of school districts as to their role in career preparation and transition planning. Monitoring of the school performance in this area will be stepped up and included clearly in Report Card data.  Suggested activities include strengthening the review and enforcement activities of Special Education Quality Assurance (SEQA) to focus on Level I, II, III assessments and career development activities required under IDEA. The compliance standards will be broadened to look for hands-on community-based vocational experiences including the measurement of linkages to adult services/job placement as a School Report Card item.  When feasible, local VESID offices will be involved in the review of remediation plans for low performing schools around these transition-related requirements. Other Department initiatives involving disabled students will be shared with VR, both for input and coordination activities. Local VR offices will routinely be provided with local area numerical data on exiting students with IEPs or 504 plans as well as disabled children at risk of dropping out to ensure appropriate referrals are being made from school districts.  A unifying standardized activity and document would be completed between local VESID and school staff addressing relevant transition-related agreements.

 

Positive Impact on VESID:  Students with disabilities will receive coordinated transition services that will give them access to needed adult services. Department focus on this area will help instill in school staff the connection between academic programming and the real life planning/career development/employment needs of disabled students.  This coordination will also enhance the sense of VESID VR and special education staff being a team working on this issue together and having joint forums to share information, experiences, and opportunities.

 

RECOMMENDATION #5: Utilize VR’s Unique Expertise to Ensure NYS Partner Collaboration, Yielding the Best Employment Outcomes for Shared Disabled Consumers

 

VESID’s New York State partner agencies have expertise either in helping the general public find employment, or in helping consumers address the impact of a specific disabling condition.  People with varying levels of disability clearly comprise a significant portion of the job seeking public served by NYS Department of Labor (DOL).  Comprehensive responses to the needs of a specific disability group, such as those offered by the NYS Offices of Mental Health (OMH), Mental Retardation and Developmental Disabilities (OMRDD) and Alcoholism and Substance Abuse Services (OASAS) often include addressing some vocational issues. However, VESID is the primary agency where expertise in the medical aspects of disabilities, current rehabilitation technology, and rehabilitation counseling best practices comes together with a fully developed knowledge of career planning, employment preparation, job seeking and job retention for individuals with disabilities. Because the mission of VESID reflects this dual role of disability and employment service delivery, it has a unique position bridging agencies addressing primarily one or the other focus areas.

 

Similarly, other state entities have a focus on a specific target population.  For example, VESID VR’s sister agency, the Commission for the Blind and Visually Handicapped (CBVH) plays a similar role to VR, but is limited to serving individuals who are legally blind. VESID VR is charged with serving individuals with all types of disabilities giving us the broadest systems perspective on the needs of the disabled community as a whole. Since no other agency has such a comprehensive mission, VESID should take a leadership role in enhancing the collaboration among all the key State partners involved in the employment needs of individuals with disabilities.

 

How It Will Work: VESID VR will lead a state level consortium to ensure closer collaboration with other NYS disability service agencies in planning, delivery and measurement of employment outcomes for individuals with disabilities.  Although efforts have been made to ensure ongoing collaboration with other NYS disability service partner agencies, many major vocational initiatives and significant funding alterations impacting on vocational services to our shared consumers have occurred without needed coordination, resulting in duplication and repetition of services. This recommendation seeks to establish a body similar to the previous Interagency Coordinating Council as the loss of this high level Council has had a negative impact on maximizing New York State funded vocational services to its disabled residents.  A strong coordinating group, supported by knowledgeable staff, will have the potential to best help disabled New Yorkers become employed, with the least cost to State government.  This group will also serve as a consultant body for initiatives with business and unions. Regional workgroups may also be formed as needs are identified.

 

VESID must establish itself as a valuable consultant on vocational rehabilitation issues for other state partners, and express a willingness to provide a funding contribution for jointly developed approaches. In most instances, we are already involved in case services expenditures but have not used this to leverage coordination/cooperation. Re-establishment of a State MOU level, working interagency coordination council is needed to set the tone and provide guidance on specific projects that reinforce VESID’s role in a range of vocational initiatives. This would yield system level planning and coordination that encourages specific projects and joint ventures at the local level.  Proposed local initiatives will then be brought up to council level for support and possible replication as best practices.  A key initial activity will be achieving agreement on alignment of key performance indicators, funding responsibility and policy coordination so that mutual work is enhanced.  This group should be extended to include: Workers Compensation, DOL/WIA and OASAS, Office of Children and Family Services and Office of Temporary Disability Assistance (OTDA) in addition to OMRDD and OMH. MOUs need to be updated on a more frequent basis to reflect impact of legislative, funding, and other relevant changes.

 

Positive Impact on VESID: The full range of NYS vocational supports to individuals with disabilities will be coordinated and reflected in all applicable venues. VESID will serve as a source of expertise in consultations to develop vocational interventions by other state partners.  VESID will gain knowledge of disability specific interventions and knowledge of broader system resources to assist its consumers. Vocational services to disabled consumers in NYS will be delivered in the most cost effective manner with best possible outcomes.

 

RECOMMENDATION #6:  VESID Needs to Envision Its Own Operation as a Key Component of a Larger Workforce Development System through One-Stop Partnering 

 

VESID VR isolation from the larger Workforce Investment system as defined in the federal WIA is not a viable option and disadvantages our consumers.  Services to all individuals with disabilities within the State cannot and should not be provided exclusively by VESID. Services at the One-Stop training and employment centers, which are the core of the national workforce program delivery system as defined by the WIA, can assist some people with disabilities to achieve employment.  Not all disabled individuals require a rehabilitation-based employment plan, or a case management model for employment services.  Measurement of employment outcomes for individuals with disabilities should be generated on a system-wide basis.

 

How It Will Work: VESID will develop a statewide strategy for its involvement in the WIA system. On the local level, District Offices will have a professional staff member without full caseload responsibilities assigned to the principle One-Stop sites (at least one per District Office). Specific role definition will be derived from the structure and process at the particular One-Stop. Suggested activities include:  orientation, intake, coordination with Disability Navigators in accessing support services, help with consumer application for WIA Individual Training Accounts (ITAs), coordination of employer incentives for hiring of individuals with disabilities, and links to the treatment community.

 

Other appropriate activities that would contribute to helping persons with disabilities go to work include: One-Stop resource room and workshop involvement, coordination with Business Services Unit/VESID Integrated Employment Specialists (IES), providing assessment and consultation on specific One-Stop/DOL cases where disabilities are uncovered and the service need is unclear, advocating for VESID consumers’ utilization of One-Stop resources, and ensuring accurate One-Stop Operating System (OSOS) registration occurs for disabled job seekers at the appropriate junctures.

 

Positive Impact on VESID:  Successful partnering with the One-Stop system will yield the most cost effective approach to disabled consumers receiving employment and more consumer satisfaction with results. VESID VR will be seen as a key component of the larger workforce system, the value of specialized VR expertise/services will be recognized, other system partners’ usage will be maximized, and the true picture of employment outcomes for disabled individuals will be captured.  VESID VR will have the capacity to identify people close to employment who can benefit from DOL and other job availability information and can share these cases with the One-Stop to help ensure their compliance with federal WIA standards.  VESID VR presence at the One-Stop will allow us to access all partner resources, especially special projects initiatives, and to capitalize on system-wide grant opportunities that will benefit our consumers. 

 

USING TECHNOLOGY

 

The ideal VESID front-end system has available an array of options which maximize the value of technology for entry into, and decision-making within, the VESID structure. Technological supports will provide the capacity to:  complete an entire application packet on line; perform various consumer self-assessment/interest inventories; utilize tools helping to delineate transferable skills; and access all other web or on-line tools of value to the VR process.  We envision a front-end system that utilizes technology to broaden consumer entry options by offering a web-based orientation and application process.  Consumers would have the option to attend orientation sessions, complete applications, or to view information about VESID services and expectations over the Internet.  The public message of VESID will be available via CD to community organizations and assists in keeping providers and the community informed about the role and services of VESID.  Coordination with public broadcasting resources will enable VESID to utilize television and radio to better serve consumers. 

 

RECOMMENDATION #7: Use Web Based Technologies to Improve Access to VESID Services by Consumers and Provider Agencies

 

An on-line orientation and application option for consumers and service providers will complement the existing manual methods of data collection for purposes of making an eligibility determination. It will direct potential applicants who are computer users to available information resources and allow timely referrals to VESID.  It will be designed to allow information exchanges between referral sources, health providers, community agencies, and other relevant parties.  The system will direct consumers to relevant areas of service delivery, and include online contact information for persons or programs that would serve as alternate contacts to the applicant.

 

How It Will Work:   Web-based Consumer Applications: The potential applicants view an on-line orientation that provides an agency overview and information on specific areas of service related to employment.  If individuals retain an interest in VR services after viewing the orientation, they could make an application for service on-line and download applicable medical forms with instructions to expedite the application process. After providing VESID with demographic data (information from previous case files could be used for re-applications) and medical information sufficient to make an eligibility decision, consumers will be provided a password along with suggested (based on decision making technology) on-line assessments to complete in advance of their initial meeting with a Vocational Rehabilitation Counselor (VRC). These on-line assessments would include tests that VRCs are eligible to administer.  Assessments may include academic screening, interest inventories, and transferability of skills based on prior employment histories. The on-line assessment tools will be scored electronically and returned to the VESID District Office for insertion into the case file. These materials will be available prior to the initial meeting between the VRC and consumer and will enhance the vocational planning process.

 

Web Based Provider – Assisted Applications: VESID will partner with service providers throughout NYS that have routine interactions with persons with disabilities and who can assist potential applicants in accessing VR services. These include secondary and postsecondary schools, various State Agencies, community-based rehabilitation programs, drug and alcohol rehabilitation programs, placement providers, WIA One-Stops and Social Service Departments.  These providers all have the knowledge and capacity to refer consumers with whom they are working for VESID employment related services.  Many of them could build application packets during their service to persons with disabilities and submit them only when it is timely, and there is a need for VR service(s).

 

Positive Impact on VESID:  Providing a web-based application option has the strong potential to reduce waiting times at the front end of service delivery by expediting the process.  This will greatly enhance consumer satisfaction, and allow people with Internet access to proceed at their own pace in the application process. It will enable providers to better assist consumers in pursuing a VESID application. Timely linkages to VR services will result in lower per case service costs and reduce the length of services needed to achieve employment.

 

Implementing this recommendation will also move VESID toward developing standards around emerging technologies used elsewhere in State government.  It will connect VR with new opportunities for electronic information exchange in a web-based environment that is a key component to future inter-agency collaboration. The recommendation works toward eliminating the redundancy of data entry and may reduce staff hours required to bring a consumer to the point of an eligibility decision.  It provides a benefit to the individual consumer as well as community programs and service providers. The components of the on-line orientation program will additionally fulfill a need for ongoing education of community agency staff regarding VESID services.  Finally, using a web-based application will enable the cost effective use of closed captioning, interpreter services, alternative formats, and various alternative languages

 

RECOMMENDATION #8: Designate the Electronic Version of VR Consumer Files as the Official Case Record (CaMS)

 

Our current record keeping system, CaMS, was originally designed with the expectation that staff at all levels would access the case record and enter data or perform casework in an electronic format, but that the “official legal case record” would continue to be the paper file. There is now an increased reliance on the use of CaMS, the electronic record, “to tell the story” rather than the hard copy of the case file.  The latest fiscal control requirements for supervisory review and approval further highlight the importance of including all necessary supporting documentation in CaMS, so that the reviewer is able to determine the appropriateness of the authorized services.  However, many supporting documents in the case record are not generated by VESID and are in hard copy in the paper file. Future collaboration with other systems also depends on a fully electronic case record system.

 

How It Will Work:  Similar to what has been done in the Worker’s Compensation system, VR needs to move to a system where the official case record is the electronic case record. This would require technology upgrades for scanning correspondence, medical records and other documentation into the electronic case file. It will also require that all VR staff in all areas of the state have the necessary equipment and technology support to fully utilize an electronic record.

 

Positive Impact on VESID:  Moving to a full electronic case record system will enable the various staff members working together on a case to access all key information, regardless of their physical location.  A complete case record that is available electronically will be of particular benefit in working in many community locations, such as One-Stops and schools and will also enhance our ability to work concurrently on cases with both vendors and partner agencies.

 

IMPROVING COMMUNICATION WITH MULTIPLE VESID “AUDIENCES”

 

The ideal public message provided by VESID VR conveys the key aspects of VESID involvement and brings the right consumer to us. The message includes information that VESID is about employment; that working with VESID is a process that may involve a number of services based on individual disability- related and employment goal-related needs; that counseling and guidance services are the underpinnings that support key decisions such as goal development; and that other key interventions include assessment of transferable skills and of the needed level of case management support.

 

As a public agency, VESID needs to provide accurate, understandable and useful information to its various constituencies. We must provide materials that address the unique needs of potential applicants, consumers’ families/significant others, transitioning students, interested employers and system partners.  Such materials must be of a high quality and reflect the professionalism of our services.  Our obligation includes making our materials accessible in a number of formats/languages and in utilizing as many forms of technology as possible to convey information to the public.


 

RECOMMENDATION #9: Ensure that All VESID VR Public Message Materials are Clear, Consistent and Of High Quality

 

VR materials will use the “language of success and inclusion” of persons with disabilities. VESID’s “public message” materials will be responsive to the information needs of various partners in the vocational rehabilitation process, including disability groups, employers, advocates and school district personnel. Materials developed for use by VESID for its public message will be available in various formats, including print, DVD and on Internet Web sites.

 

How It Will Work:  All materials will use the language of success and inclusion.  Photographs will reflect the broad diversity of persons with disabilities assisted by VESID. Public message materials will appear on VESID’s various web sites, including those used by district offices. VESID will use professional resources, under contract, to create and maintain print, DVD and web-based materials.  Print and DVD materials will be available in alternate formats and languages, as will the web-based materials.

 

Collaboration with USNY partners, such as libraries and the Public Broadcasting System (PBS) will be further developed to bring information in new ways to both employers and individuals who may seek VR services. For example, initial conversations are underway between VESID and PBS staff regarding: creating public service announcements and making them available for distribution to private stations; working with VESID around special projects such as National Disability Employment Awareness Month events; and most importantly, using PBS TV and radio stations to educate the public about people with disabilities--their hopes, dreams, successes and how they contribute to society.

 

Positive Impact On VESID:  People receiving VESID’s public message materials will understand that VESID is about employment.  Referral sources will make more appropriate linkages, thereby reducing VESID’s staff time in screening referrals. Employers will see the professional nature of our services and be more open to hiring our consumers. By using professional resources to create and maintain public message materials, VESID’s staff time is available for other critical functions. Most importantly, outreach to individuals who are appropriate for VESID services is significantly enhanced.

 


ENHANCING THE SERVICE DELIVERY STRUCTURE

 

          The core mission of VESID VR is its services to VESID consumers.  The Service Delivery Team proposal creates a model that would increase the efficiency of service planning, while achieving other key components of our charge including:

 

·       incorporation of the  principles of informed choice;

·       incorporation of employment factors, as defined in federal RSA legislation;

·       application of cost-effective strategies; and

·       compliance with SED and NYS fiscal controls and business practices.

 

The proposed Service Delivery team model redefines the traditional role of VRCs who currently have the responsibility to develop, coordinate and deliver all services to consumers assigned to their caseloads. There are multiple demands for the counselor to manage every aspect of the vocational rehabilitation process: referral, eligibility, counseling, plan development, procurement, identification of required services, coordination of the activities of service providers, amendments for additional services required beyond the original plan, ongoing counseling and monitoring of case progress, case documentation, job development/placement services, employment and follow-up, and case closure.  The current structure, by definition, places responsibility for all forward movement for every case on the counselor.  The present VR service delivery design constricts service flow to what a shrinking counseling staff can accomplish with an ever-growing caseload.

 

The Service Delivery Team model is predicated on improving the counselor’s ability to manage their caseload.  As a result of current staffing and resource issues that exist in VESID, consumers are encountering delays at all points in the rehabilitation process.  Utilization of the team approach will provide the supports to more efficiently and productively manage individual consumer expectations and requirements for service (case management). All team members will jointly hold the caseload responsibility for organizing, structuring, and planning for services.  Another aspect of our service delivery role is the multiple sub-activities related to payment, documentation and quality assurance that must occur, and the support areas that must be in place for the actual service delivery process to go forward.  This section also addresses some of the structural needs of VESID VR, relative to the support structure of the VR system, including Central Office functions and District office configuration.

 

RECOMMENDATION #10: Implement a Service Delivery Team Model

 

The model of the future utilizes a team concept for service delivery, with a VRC maintaining responsibility for the core rehabilitation functions of eligibility certification, for goal planning, and for the development of the original IPE. Routine details regarding additional services and case management will become the duty of the Vocational Rehabilitation Counselor Assistant (VRCA) working under the instruction of the VRC.  Consumers will maintain the ability to access the VRC and receive counseling supports to appropriately obtain a successful rehabilitation outcome but will also have other staff members to turn to for more routine needs.

 

How It Will Work: The new model redefines the role of the VRC in that the essential functions of eligibility certifications, goal planning and development of the original IPE become the VRCs’ primary tasks. Activities outside of these core functions will be provided by VRCAs, or through other purchased service, under the direction and guidance of the VRC.  Supervision of the team as a whole will reside with the Senior Counselors.  The VRC will remain available to consumers throughout their involvement with VESID and will be the designated resource at critical decision points that could impact on achievement of the employment goal. There will be many instances, such as an exacerbation of disability, adjustment issues during training, poor academic performance, and difficulties securing or maintaining employment, where the VRC will re-engage with the consumer, as needed, to guide and direct the rehabilitation process.

 

Positive Impact on VESID:  Restructuring the VESID counselor’s duties to concentrate on these core activities will result in a timely, more efficient opportunity to engage the consumer early in the vocational rehabilitation process.  Counselors will begin an intensive, focused assessment of the consumer’s employment factors (skills, abilities, resources, concerns, interests, etc.), which contribute to the development of the employment goal and the services necessary to achieve that objective.  Counselors will continue to utilize other rehabilitation providers as needed for formal diagnostic vocational evaluations, work readiness, or community-based assessments. VRCs will also be able to explore vocational interests and define transferable skills through their direct counseling activities with the consumer. This model will best utilize the skills and expertise of the VRC who is trained in vocational exploration and career development; is knowledgeable about the psychological and medical aspects of disability; is aware of labor market trends and the expectations of the business community; and who, as a result, is able to analyze, integrate and communicate this information in the context of a counseling relationship. This is the optimal rehabilitation process, designed to produce a realistic, mutually agreed upon, criterion-based IPE.

 

RECOMMENDATION #11: Restructure the Responsibilities of VESID’s District Office and of the VESID VR Functions within Central Office

 

VESID VR’s current configuration reflects 15 District Offices and 7 satellites. While this design enables VR to be accessible to its consumer base and to address linkage, vendor and service delivery needs locally, it also creates a number of issues and does not maximize staffing resources.  These concerns can best be resolved through the designation of a number of these offices as Regional Offices that will serve as a source of support and supervision for up to three other District Offices. This structure maintains the local knowledge and responsiveness that is crucial for VESID VR operations, while achieving significant gains in efficiency, cost-effectiveness and compliance with applicable rules and regulations. It provides an economy of scale without creating potential bottlenecks.

 

In a parallel manner, it is recommended that the current District Office Operations structure in Central Office be realigned to better support the current and future VR Service delivery system as a whole.  Finally, it is recommended that VR continue to explore a variety of locations/office configurations to enhance partnerships, collaboration, and accessible services for its consumers.

 

How It Will Work:  A Regional Office, in addition to service delivery and support services for its assigned geographic area, will provide technical and support services to local District Offices. The local office will be connected to the larger regional office for supervision, and other identified functions such as IT support and marketing for the larger region. Under this concept, up to three current District Offices will be connected to one Regional Office. Community resources would determine the locations of specific regional and local offices, including consideration of the availability of skilled workforce, partner networks and VESID staffing patterns.

 

Currently, VR is structured so that each district office is responsible for all service delivery functions for its assigned area, regardless of the complexity or frequency of the process/activity. The end result is that VESID District Office staff may not all have the experience, skills, in-depth knowledge, or time to complete various complex service delivery processes most effectively. Some of the most complex purchasing, from both the perspective of State Finance Law and technical expertise requirements are in the areas of Vehicle Modifications, Home Modifications, and Self-Employment. These services occur with limited frequency within the District Offices, but are our highest risk areas relative to appropriate expenditure of funds, compliance with OMS directives and correctly addressing consumer needs. Delivery of such services will be much more effectively managed by the designation of some current District Offices as Regional Offices “hubs.” This design will allow for a limited number of staff members to develop needed expertise to assist other counselors with high-risk cases of this type.  This cadre of experts will draw on purchased consultation services from specialists as needed (such as the recently established Vehicle Modification consultant).

 

VR staff roles are already somewhat structured around a Regional concept with Regional Coordinators providing supervision to District managers, and the Statewide Associate Manager for VR’s Rehabilitation Management Services (RMS) providing a centralized oversight for local counselors statewide who are involved in this project.  Information Technology Specialist 2 staff provide support to IT staff in a cluster of District Offices, and Marketing staff have a senior level representative (Integrated Employment Specialist II) in some offices but have no specific regional charge.  Other areas of expertise are shared on a more informal basis with experienced Business Managers providing information at the request of newer staff in that role. This loosely defined regionalism needs to be taken to the next level by establishing clearly defined roles and responsibilities that will provide maximum support for the offices as a whole.

 

One of the key activities of the Regional Offices will be the oversight, management and support of the financial operations in the regional and local offices, through the supervisory support of the regional Business Manager. All specialized/complex procurement activities will be channeled to the Central Office level--(See Recommendation #15).  The local offices will manage routine financial transactions, payments up to a specific limit, and certain prescribed waivers. The Regional Office will have IT and Marketing staff who will supervise and support IT and Marketing staff in the local offices. Regional offices will ensure consistency of approach and assist in the development of needed services within a region, and coordinate the implementation of best practices. This recommendation will require minor changes in job descriptions and staffing patterns for implementation.

 

In addition to VESID VR staff located in the Regional Office, a potential future approach would be to consider locating more VESID Special Education Quality Assurance (SEQA) regional office staff in or adjacent to the Regional Offices. This would facilitate the coordination of transition services at the secondary school level, allow VESID counselors to fulfill their consultant role to schools and support the provision of pre-VESID vocational transition services at schools in the region.

 

Under the Regional Office concept, with lower level operation issues addressed at the Regional level, the role of VESID Central Office will be restructured to address those areas which impact on VR on a statewide basis. These areas include:  Policy and Procedure Development, Staff Training and Development, Programmatic/Fiscal Monitoring, Interagency Coordination and Community Partnerships, Quality Assurance and Service Review, Research and Data Analysis, Procurement, and Legislative Coordination.

 

Positive Impact on VESID:  The major benefit to this design is that supervisory support tailored to regional needs is readily available. Responsibilities for complex services are specialized in a limited number of locations close enough to District Offices to be responsive to local conditions and requirements.  Regional offices will have staff skilled and experienced in the processes required to deliver the intended services in the most efficient and cost effective manner. This structure then frees Central Office operations staff to address the major system wide roles and challenges. Focusing of Central office activities in the designated areas will maximize the supports offered to the VESID VR system.

 

IMPROVING OUTCOMES

 

“The ultimate product of successful VR services is employment for individuals with disabilities.”  This is the mantra that has driven the federal VR system since its inception.  Last year, the VESID VR system assisted 13,292 (FFY 04-05) individuals to find real work in real jobs. In looking at outcome issues, the Design team felt it was crucial to identify how to make placement efforts even more effective, and how to better partner with employers. The Placement Express Model in Recommendation #1 is a direct result of this work, and a number of the following recommendations also reflect this focus. Recommendation #13 below, regarding Alumni support, also reflects a creative approach to helping people get and stay employed.

 

The group also saw the need to move beyond the federally defined “status 26-ninety days in employment,” which serves as the primary measure in evaluating our products and outcomes. While employment is our core mission, it is also necessary to focus on the value added to our consumers’ vocational development by VESID VR through such activities as technical assistance, linkage to other systems, and partnering with other agencies.

 

As a member of a larger Workforce Investment system, it is important that VESID VR have data that reflects its consumers’ achievement of other milestones recognized within that system, such as attainment of degrees and credentials.  Other RSA measures also need to be acknowledged, such as wages and employee benefits attained.  Finally, broadening the items that we measure and focus on can be a powerful tool in helping our counseling staff value the performance of these key activities on the path to consumer employment.  Such measurement also provides us with a mechanism to recognize and reward those staff members who excel in helping consumers achieve these developmental measures on the path to employment.

 

RECOMMENDATION #12: Utilize a Milestone Approach In Quantifying the Successes of the VESID VR Program

 

VESID VR currently reports the success of the program based on the number of consumers who have been satisfactorily placed in employment for 90 days.  Although numerous steps need to be taken in order to meet this goal, VESID has continued to concentrate on the attainment of consumers finding and maintaining employment as the primary measure of success.  While our funding stream requires us to focus on the number of employed consumers, often significant VR assistance is rendered to consumers in other areas.  Vocational Rehabilitation is a developmental process, where consumers may require very different interventions at different times in their progress towards employment. This requires a new system in which we quantify and value the positive changes/successes that people obtain while working with us.

 

How It Will Work: VESID VR staff will track each of the milestones that consumers achieve and input them into the case service record. Potential milestones include: current RSA case status measures:  completed application, completed eligibility determination, developed a vocational goal, began a vocational program, completed a vocational program, obtained employment, completed 30 days of employment, completed 60 days of employment and completed 90 days of employment.

 

The work group also recognized that many people with disabilities benefit from the educational, information sharing, and referral services that are provided by VESID, and appropriate milestone measures are needed for these services. Additionally, the Workforce Development system is in the process of defining a new set of “common measures” to which all of the WIA partners must be able to respond. VESID VR will be able to demonstrate its WIA systems contributions much more concretely when it is using the same outcome measures as its partner agencies. As part of the planning process for implementation of the new design, VESID will finalize specific measures that best fit VESID VR such as obtaining educational/training goals, achieving employment related goals, obtaining/mastering adaptive equipment, developing skills in accessing services, and networking with other service providers, consumers, and employers.

 

Positive Impact on VESID:  In most service delivery systems, the success of the respective program is considered as a function of performance milestones that are attained. In an attempt to stress the value of its employment outcomes, VESID VR has done itself a disservice in not quantifying and sharing the many other positive results of VESID VR services. VR staff understands the developmental nature of vocational success, especially for individuals with disabilities. Yet they have not received positive reinforcement for the many interventions they successfully provide to a consumer who is not yet ready/able to achieve the ultimate 90-day employment milestone.  Broadening our measures will enable us to reflect the numerous complex interventions which we do provide, leading to better understanding of our contributions by partner agencies, and better supervisory and recognition opportunities within VESID VR itself.

 

RECOMMENDATION #13: Create/Actively Maintain an Alumni Association  of Former VESID VR Consumers to Provide Ongoing Outreach, Mentoring, Job Development and Other Supports to Current VR Consumers 

 

Similar to a University Alumni Association, successful VESID participants will have the opportunity to play an active role in the VR program and provide ongoing input to improve services for individuals with disabilities, as well as promote better communication.  Members who have achieved milestones will be available to function as resources to the program in a number of areas including:  fostering opportunities for job placement, developing an awareness of key issues in the community, and acting as peer supports, and mentors to current consumers.

 

How It Will Work:  VESID will work closely with consumer-focused organizations to develop an Alumni Association, that can be coordinated by outside resources. The VESID closure letter will invite “Members” to participate in a number of possible roles.  Member input will be incorporated into internal improvement work. VESID VR will work with potential funding sources to explore piloting these initiatives, investigate various federal RSA categories intended to fund “services to groups” of eligible consumers, and discuss joint ventures with existing advocacy groups within other state disability operations such NYS OMH.

 

Positive Impact on VESID:  Although VESID VR consumers are our best “experts” on what it means to be a customer of the agency, and how we might improve our services, we have no organized method for tapping this resource. Similarly, successful consumers are potentially very powerful role models and supports for current VESID VR participants. Through creation of an organized Alumni Association, the benefits of our “graduates” input can be brought to bear on many facets of our operations.

 

RECOMMENDATION #14: Develop a Comprehensive Marketing Plan to Provide Consistently High Quality Public Relations, Outreach, Community Education, and Job Placement Services

 

The envisioned Marketing Plan will:

 

·       Emphasize the use of work incentives in our marketing and placement efforts;

·       Utilize staff members who have been specifically designated to perform placement functions such as coordination of placement vendors, and provision of employer supports;

·       Ensure access to an accurate and updated employer database to use in marketing and job development/placement efforts; and

·       Facilitate career opportunities for individuals with disabilities by developing contacts with large-scale employers within local areas for careers that are consistent with current and projected local opportunities.

 

How It Will Work: VESID VR staff, placement providers, and employers will be trained in the use of work incentives. VR staff will have available appropriate marketing tools to assist in training efforts.  In addition, a more effective tracking of placement services is required to develop meaningful data that can be used in future planning. An enhanced CaMS database will be created to incorporate employer contact information, since employers who have hired from VESID in the past are more likely to hire again in the future. All employment data will be accessible by standard industry classification (SIC) codes or Dictionary of Occupational Titles (DOT) codes. Online applications and an enhanced CaMS database will create a job matching system of job ready consumers and employers/job openings arranged according to industry. A resource room for job ready consumers involved in Placement Unit services will be available to help them receive placement “core services” including: self-directed job search; placement assistance; information on job vacancies and skill requirements; initial skills and needs assessment; job hunt club; and after-placement follow-up services.  Additional placement services will also be available for consumers at vendor agencies in the community, with oversight from VESID staff.

 

Demand occupations as specified by the Workforce Investment Board and DOL will be utilized in order to identify potential VESID consumers to perform these jobs and/or participate in employer driven training programs.  The IES staff in each District Office will identify regional large-scale employers with in-demand career opportunities. The Marketing/IES staff will utilize financial incentives to promote the hiring of job seekers with disabilities. They will develop employer driven training models as needed by utilizing VESID employer reimbursement programs. These employer incentives will be marketed along with the tax credits (Work Opportunity Tax Credit (WOTC) & Workers with Disabilities Employment Tax Credit (WETC), Empowerment Zone, etc.) available to attract larger-scale employers. Internships, often widely used in large corporations for college graduates and high school students, can also be utilized as another point of transitioning into competitive positions.

 

Positive Impact on VESID: This broad strategy brings together all the potential tools for successful consumer placement, and enhances both their content and utilization. For example, VESID VR has no electronic methodology to gather information about employers who hire our consumers. Construction of such an employer database will provide a valuable marketing and placement tool. Similarly, employer tax incentives and employee training dollars available from VESID are very useful means of opening up new employment opportunities. However, better marketing materials and wider staff training on the details of these incentives is needed to maximize their impact. Finally, VESID VR needs to package its employer incentives, and using local hiring/needs information, develop strategies with local employers to create an entry track for our consumers. These creative approaches will broaden the number of employers working with us, and ultimately expand the array of jobs available for our consumers


 

ENABLING EFFECTIVE BUSINESS MANAGEMENT

 

VESID spends about $200 million annually on case services for consumers.  VRCs have primary responsibility for the procurement of those goods and services.  District office business managers assist with certain procurements, such as vehicle modifications.  Over 300 VESID staff members’ duties include procurement, but none are trained procurement agents and only a few have had any procurement training whatsoever.  As a result, VESID has been cited for non-compliance with the State finance law and other procurement requirements, internal controls have been insufficient, and procurement irregularities have been identified.  In addition, VR counselors spend a significant portion of their workday performing activities far from the core counselor functions, performing tasks for which they do not have the proper expertise.

 

As a result of recent internal audit work and analysis of VR District Office business functions, the Department, with assistance from an outside vendor(s), intends to define VESID’s business processes and build the fiscal management system (both procurement and payment functions) to support those functions.  The procurement function will be housed in VESID’s Central Office, specifically within a procurement unit under the management of a procurement expert. No such unit or positions exist in VESID, but initial steps in the development of the computerized fiscal management structure are now taking place, and many internal controls measures have already been adopted.

 

RECOMMENDATION #15: Create a Business Services Model that Meets VR Needs and Fosters Regulatory Compliance/Monitoring

 

          This recommendation includes adding a procurement expert, who must be part of a team defining business processes and building an improved fiscal management (procurement and payment) system.  During the time needed to define appropriate business practices and build an improved procurement and payment system, the VESID procurement expert will be responsible for:

 

·       Developing expertise in procurement areas central to VESID’s programs;

·       Providing technical assistance to district office staff members, who currently have procurement responsibilities;

·       Centralizing the most complicated procurements (such as vehicle and home modifications) as soon as possible;

·       Determining the resource needs, both staffing and non-personal service, for a fully centralized VR procurement unit (to be formed prior to full centralization); and

·       Developing policies and procedures for the centralized procurement unit.

 

          Once the system is developed, the third step of the recommendation involves testing the system and:

 

·       Ensuring an orderly transition of the procurement function from a fully decentralized function to a centralized function;

·       Selecting vendors and reviewing vendor performance; and

·       Ensuring the procurement of all VR goods and services is in compliance with the State finance law, Department policies and practices.

 

How It Will Work:  Through the centralization of the procurement function in VESID's Central Office within a small procurement unit, the counselors and District Offices will be relieved of many but not all procurement functions. Counselors will retain the professional responsibility of determining the proper services, and in many cases, recommending and selecting vendors within the parameters of established policies and procedures and established contracts.  For example, counselors will identify, select, and procure the services from supported employment and Unified Contract Services vendors.

 

The centralized procurement unit will be responsible for ensuring all VR procurement is done in accordance with State finance law, Department practices, VESID policy and in the best interest of our consumers. The unit will be responsible for all competitive bidding, obtaining quotes, ensuring vendors meet established requirements, working with other VESID Central Office units to ensure appropriate contracts are in place, and becoming experts in the services and goods needed by VESID consumers.  The centralized procurement unit would not question the professional judgment of the counselor as to the appropriate goods and services needed by the consumer, but would make sure that goods and services are appropriately obtained.

 

Positive Impact on VESID:  Over time, the re-engineered business management system will eliminate the use of the archaic voucher system and our current requirement for a signed voucher. This requirement will be replaced with a requirement for an invoice and record of receipt of goods or services.  All documentation related to the procurement and payment functions will be electronically scanned into the system, which will improve internal controls, enhance oversight and audit ease, and contribute to a better records retention system. The re-engineered business management system will allow vendors to apply on-line, verify the status of their contracts and payments on-line, report goods and services provided on-line, and electronically submit invoices and other records. In addition, the re-engineered business management system will allow for better monitoring of vendor performance. The system will be technology rich, allowing for electronic transfer of records between regional/district offices and Central Office.  Procurement in the Central Office will speed up the procurement process.  The re-engineered business management system will also include a seamless payment system, originating at the district office level, but allowing for easy oversight by both the Central Office and Office of Management Services (OMS) offices, as appropriate. The proposed system will enable counselors to be counselors, not procurement agents; allow business office staff and district office management to concentrate on supporting and managing the district offices without being bogged down by procurement activities; and put experts in charge of procurement.

 

MEASURING QUALITY, ENSURING IMPROVEMENT

 

          The Evaluation work group has focused on the development of quality measurements to ensure that the Designing Our Future initiative enhances the consumer’s successful movement through the VESID system. While there is work still to be done on the design of the evaluation measures, the goal is to ensure that the recommendations meet the needs of VESID’s many customers and lead to quality employment outcomes.

 

          Examples of the areas to be reviewed would include but are not limited to:  a reduction in the time consumers spend in pre-IPE development statuses, an increase in the number of consumers successfully completing training, an increase in successful placement outcomes, an increase in the salary-base of consumers entering employment, and an overall increase in satisfaction with VESID services.

 

          The design of the evaluation plan is one of the key next steps for the “Design Our Future” initiative.

 

 NEXT STEPS

         

The next steps of the Design include the following: