Narrative: d. 2. P. i. I.

The Colorado Division of Vocational Rehabilitation (DVR), in collaboration with the State Rehabilitation Council (SRC) is confident that DVR achieved or made progress toward all of the identified goals and priorities and innovation and expansion activities established within the FFY 2015 state plan.

Goal 1 - DVR will provide excellent guidance and counseling to DVR clients

Strategy - DVR will have 30 day contact with all clients to increase client engagement and enhance the client-counselor partnership.

Progress: DVR collaborated with the SRC to formalize this strategy into a state regulatory requirement through placement into state rule and into DVR policy. The requirement for thirty day contact with clients is tracked and monitored within DVR’s quality assurance data collection instrument. SRC-driven quarterly customer satisfaction surveys appear to indicate that for most clients, contact with DVR staff at least every thirty days has resulted in increased rapport, improved client-counselor partnership and communication and increased opportunities for counseling and guidance to occur. DVR will maintain this strategy.

Strategy - DVR will improve case file documentation reflecting personalized and meaningful contact with clients.

Progress: DVR formalized this strategy through the placement of specific questions on client engagement and meaningful contact within DVR’s monthly case record supervisory review document. Additionally, DVR requires the inclusion of annual individual performance objectives related to personalized and meaningful client contact within the annual review plans of all DVR counselors and supervisors. Measures are based on feedback from customer satisfaction surveys, and review of case note documentation and activity to assure that meaningful contact with a vocational focus has taken place. Beginning in October 2014, all DVR counselors and supervisors participated in professional development related to meaningful, purposeful and personalized contact between client and counselor supporting the development of a successful working alliance. At this time, all DVR counselors and support staff also received training addressing expected case file documentation of such contact. DVR continues to provide training to all new counselors emphasizing the importance of the working alliance and highlighting strategies to ensure ongoing focus on meaningful contact and the related documentation of such efforts.

Strategy - DVR supervisors will meet regularly with counselors and staff to model excellent guidance and counseling skills as well as motivational interviewing so that counselors and staff can in turn use these skills with clients.

Progress: DVR supervisors received ongoing coaching from Dr. Jared Schultz of Utah State University to support the development of their clinical supervision skills, first introduced in August 2014. Additionally, DVR’s lead counselors received training in clinical supervision with Dr. Schultz in June 2015 to further expand DVR’s ability to provide clinical supervision to all counselors. Supervisors participated in an advanced training during this same period. The clinical supervision training helped supervisors and lead counselors to think through case conceptualization strategies, as well as the identification and application of appropriate counseling theory, including Motivational Interviewing, to support client progress. They have continued to receive ongoing coaching from Dr. Schultz and are regularly implementing these skills with their counseling staff. In particular, many supervisors have begun reviewing theory during unit meetings and regularly practice case conceptualization strategies during case consultations to assist counselors to move forward with clients who present with challenges. All counselors also participated in training specifically to build skill in the use of Motivational Interviewing within their counseling practice in the summer and fall of 2015 and continue to practice these skills within their units. DVR continues to explore mechanisms for further supporting the development of these skills among all counselors.

Strategy - DVR will explore training options to improve consistent and excellent client service to all clients, focusing on methods for dealing with difficult situations and creating welcoming client focused environments in all DVR locations.

Progress: During DVR’s October 2014 Academy for Excellence in Rehabilitation, staff received training in strategies for providing excellent customer service and dealing with difficult situations. Training sessions targeted both support staff and counselors. Support staff learned strategies for creating a positive impression and welcoming environment for all clients, including an introduction to basic sign language and strategies for communicating with deaf or hard of hearing clients. Counselors participated in sessions addressing key components of a successful intake, highlighting strategies for ensuring the intake creates a sense of welcome to DVR and supports the establishment of a positive working alliance. Support staff and counselors also received training on effective caseload and time management catered to their roles within the agency. These skills are critical to ensuring consistently positive experiences for all clients. DVR continues to provide training in these areas to new staff. As DVR merges with the Colorado Department of Labor and Employment effective July 1, 2016, customer service will also be a focus as a core value of the Department and additional training will be provided to all DVR staff as part of the integration into Department.

Goal 2 - DVR will build public trust by demonstrating stewardsip, sound operational practices and positive internal dynamics

Strategy - DVR will implement new procedures for external job placement vendors that will establish reasonable timelines for services and a greater focus on successful closures.

Progress: DVR’s fee schedule was reworked to incorporate new procedures and fees for purchase of employment placement services that are structured around milestones to encourage more effective service delivery. As DVR moved to a new milestone fee structure for job placement services, all vendors were required to attend training prior to moving to the new fee schedule. The training addressed roles and responsibilities, explained the fee structure, and provided guidance to job search and placement providers related to agency expectations. As new job search and placement providers are registered, they also complete the training available online from DVR. The expectations of the job search and placement service provider, client, and counselor are clearly outlined and an agreement is put into place between this team for each client to ensure common understanding of how the client will best be supported in his or her job search. Progress is closely monitored and lack of progress is carefully considered by the team to determine appropriate resolution. All DVR counselors and supervisors also received training in this change to the fee structure for job search and placement services to ensure compliance and effective monitoring of related services.

Strategy - DVR will generate, monitor and use information to make sound fiscal decisions to ensure the ability to provide effective individualized services to clients.

Progress: The administrative staff hired by DVR within the last twelve months to be responsible for developing the program’s budget, and monitoring expenditures and revenues, have extensive experience, expertise and training in state and federal budgeting processes and in proper accounting and fiscal procedures. Led by this expertise, DVR continues to regularly monitor data collected through the electronic case management system, through the state’s fiscal and accounting system and through the agency’s personnel data system, to make sound fiscal decisions and ensure the ability to provide effective individualized services to clients.

Strategy - DVR will utilize the Waitlist Management process to project and manage the removal of clients from the waitlist effectively and efficiently.

Progress: On March 1, 2013, DVR implemented a wait list for all individuals whose disabilities were not most significant or significant. DVR and the Colorado Department of Human Services developed and implemented a policy and strategy for managing the wait list. This included estimating time frame targets for serving wait listed participants within the priority categories, supervisory reviews to ensure staff followed wait list policies, and comprehensive methods for projecting DVR expenditures and estimating available funding needed to serve individuals on the wait list. DVR regularly generated and monitored fiscal and human resource information to assist the agency in determining how to effectively provide vocational rehabilitation services to clients. Based on continued increases in case service expenditures, DVR determined the need to establish wait lists for all priority categories. As a result, on April 22, 2013, DVR established wait lists for all three of DVR’s priority categories. During the next two years, DVR used the strategies and policies developed for managing the wait list to carefully monitor and manage staff resources, fiscal resources and the wait list, which consisted of 9,891 individuals during the period from March 1, 2013 through April 30, 2015. Through a series of eleven discrete releases of eligible individuals from the wait list and into active status, DVR was able to eliminate the wait list on April 30, 2015. Since that date, no wait list has been in place. Based on the number of individuals anticipated to be served in Federal Fiscal Year (FFY) 2016 and FFY 2017 and based on the fiscal and staff resources projected to be available to serve these individuals, DVR anticipates the ability to serve all eligible individuals and does not anticipate establishing a wait list.

Strategy - DVR will invest resources as available to improve the data collection and reporting capabilities of its electronic case management system and other mechanisms to enable management to make data driven decisions and better gauge program performance.

Progress: DVR invested significant resources into this area and worked with the electronic case management system vendor to determine the capabilities needed in the accessible web-based activity and reporting environment system to implement a system project plan that included methods to extract historical data. As a result, data is collected through the electronic case management system and used to make sound data driven decisions and to improve program performance. Specifically, DVR contracted with the case management system vendor to add the ability to collect data and report on case status history, and to add a database snapshot server. This allows DVR to report on point-in-time data. DVR hired a data analyst who is trained in MS SQL and is able to collect data directly from the case management database that is in addition to, and more complex than, what is readily available through the case management reporting programs and tools. DVR created a performance management report that is shared through supervisory channels with all direct service delivery staff. All direct service delivery staff now have performance management goals within their annual performance improvement plans, and data from the performance management report is used to measure, monitor and improve performance at the individual, office, regional and state levels. Along these lines, DVR instituted monthly performance management meetings to review data, discuss trends and drive performance improvement throughout the agency. Additionally, DVR developed and implements a “self-serve” dashboard reporting system that is used by DVR management and leadership to observe performance on key measures in real time, eliminating the lag-time previously experienced within the agency’s data collection and reporting systems. Finally, DVR continues to work closely with our electronic case management system vendor as the vendor develops and modifies their program in order to collect WIOA-mandated post-secondary and employment outcome data. The roll out of this program is anticipated to occur in two phases during 2016.

Goal 3 - DVR will engage in effective partnerships, teamwork and collaboration

Strategy - The DVR Business Outreach Program will increase business partnerships with Federal contractors for the purposes of employment.

Progress: DVR has 10 Business Outreach Specialist (BOS) positions throughout Colorado. The BOS positions create and sustain important employer relationships with DVR’s small, medium, large, Federal and Federal contracting employers. BOS staff work with DVR’s pool of “ready” job seekers and partner with private job developers and job development programs to increase opportunities for individuals with disabilities.

Section 503 of the Rehabilitation Act creates an ongoing opportunity for collaboration, and BOS staff are connecting with many Federal Contractors to provide information and develop employment opportunities for DVR clients. BOS staff received training on the 503 changes, met with the Office of Federal Contractor Compliance Programs, and responded to Federal contractor inquiries for information on compliance and Affirmative Action planning. BOS staff regularly conduct Disability Awareness Training for Federal Contractors and present information on how these Federal Contractors can best meet the requirements of the 503 changes within their companies.

Strategy - -DVR will outreach to other state agencies, state departments, other VR agencies, and other entities regarding best practices and ways to work more efficiently and effectively together.

Progress: In November, 2013 DVR learned the outcome of a performance audit that was conducted by the Colorado Office of the State Auditor. In response to the audit, and at the suggestion of the auditors, DVR staff reached out to state agencies and vocational rehabilitation programs in more than ten states to learn about best practices and how these agencies from across the United States worked together efficiently and effectively. Specifically, DVR gathered information pertaining to: implementation of a supervisory review process that assures staff are implementing the vocational rehabilitation program of services effectively and efficiently; creation of policy and procedures for documenting the comprehensive assessment; the effective use of comparable benefits; and the development of a highly accurate process for determining significance of disability. DVR used information gathered from entities outside of Colorado to develop policy, procedures and rules that both responded to audit findings and improved the delivery of services to clients. Additionally, Colorado’s DVR leadership meets annually with the leadership from vocational rehabilitation agencies in Montana, Wyoming, Utah, South Dakota and North Dakota to share best practices, learn from one-another, network and discuss new research findings, legislation and cutting edge practices within the realm of vocational rehabilitation. The subject matter experts from these states have met and communicate regularly to share information that can be used to improve vocational rehabilitation policies and practices within all states. Transition, human resource development, supported employment, services to individuals who are blind, field services, quality assurance, fiscal management and program evaluation are examples of the groups of subject matter experts that come together regularly. Colorado’s DVR director participates as an active member of the Council of State Administrators of Vocational Rehabilitation (CSAVR). CSAVR is composed of the chief administrators of the public rehabilitation agencies serving individuals with physical and mental disabilities in the States, District of Columbia, and the territories. Through this Council, DVR’s director stays abreast of legislation, research, business partnerships and other areas of importance to DVR’s ability to work effectively and efficiently in the provision of services to clients. On the state level, VR works closely with other state agencies including the agencies involved in the development of Colorado’s WIOA Combined State Plan to develop the cross-agency policies, procedures and working agreements that will result in effective realization of the vision of Colorado’s workforce development system and excellent services to individuals with disabilities.