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

The following summarizes the agency objectives/goals and the progress that has been made toward reaching them for Federal Fiscal Year 2015. State VR agencies submit state plan updates to RSA annually to identify the current goals and priorities of the state in carrying out the program.

Objective A. Develop a comprehensive succession plan to identify and prepare staff to meet the agency’s management position needs through FY 2015.

Strategy 1. Complete an internal review of personnel and identify where current and potential gaps exist (beginning first with management positions) through FY 2015.

Progress: Currently, 90% of Regional/REAP Managers, 62% of District Supervisors and 55% of State Office staff are eligible to retire within 5 years. The results also concluded a shortage of Vocational Rehabilitation Counselors.

Strategy 2. Ensure job descriptions are inclusive of all essential job functions for those critical job positions identified that will be vacant within the next two to five years.

Progress: Job descriptions were reviewed and updated, as needed.

Strategy 3. Develop a process for identifying staff members to participate in succession training that will include specific criteria and methodology for tracking progress and development by 2015.

Progress: The agency utilized a formal application process in conjunction with a selection committee consisting of the agency senior level staff. In an effort to ensure skilled and knowledgeable leaders, the agency worked with Region VI TACE to implement its first Leadership Academy in April 2014. Future Academies will be planned when funding is available.

Strategy 4. Develop personal training plans for staff members interested in pursuing leadership positions by 2015.

Progress: A component of the departmental performance review includes training planned for staff, this section is completed quarterly.

Objective B. Monitor and evaluate 100% of the Community Rehabilitation Programs (CRPs) annually for quality and cost effectiveness of service provision in order to assure compliance with agency standards through FY 2015.

Progress: In 2014, all of the 89 CRPs were monitored; some through site visits and others through case file reviews. Where remediation was needed, the Program Coordinator provided technical assistance. The agency continues to monitor CRP fee–for–service rates on an as–need basis.

Objective C. Monitor and evaluate CRPs through a Regional Annual Renewal Process. Strategy 1. Monitor and evaluate the cost effectiveness of service provision by reviews of a sample of CRPs through site visits on an annual basis.

Progress: In FY 2015, twenty–three site visits were conducted.

Strategy 2. Annually measure consumer satisfaction with CRP services through agency survey instrument.

Progress: In FY 2015, a consumer satisfaction survey was conducted indicating that CRP program satisfaction was 75%.

Objective D. Provide training resources to 100% of agency staff in order to increase their efficiency in service provision through FY 2015.

Strategy 1. Support field office staff by visits of state office management staff to regional locations on an annual basis.

Progress: Staff members from state office visited all regional offices in FY 2015 to provide information and training identified as a need for increasing efficiency.

Strategy 2. Support field office staff by providing in–service training to regional staff on an annual basis.

Progress: In FY 2015 training was provided to LRS staff on Customer Service, Supported Employment, PETS, and other procedural changes impacting service delivery.

Strategy 3. Provide LRS staff members with disabilities, written or electronic communication in accessible format(s) or provide other reasonable accommodations.

Progress: LRS provides materials in a variety of accessible formats for staff members with disabilities.

Strategy 4. Collaborate with other agencies to ensure cross training will occur between LRS and other agencies.

Progress: LRS staff members provided training to the Office of Workforce Developments’ Career Solution Center employees regarding Vocational Rehabilitation Services and working with individuals with disabilities. LRS staff members meet monthly with potential consumers at the Career Solution Centers.

Strategy 5. Implement upgrades to the Accessible Web–based Activity and Reporting Environment System (AWARE), the Web–based case management system used for case documentation, caseload management, budgets and expenditures, and outcome reporting.

Progress: Staff was provided training on the two AWARE upgrades completed in FY 2015.

Strategy 6. Implement LRS multi–regional training, as feasible, in order to increase opportunities for agency staff to network statewide.

Progress: LRS Training Unit coordinated and conducted five multi–regional trainings as well as a new Counselor Academy in FY 2015. VR case processes and other content to improve service delivery were covered. In addition, staff indicated the benefit of networking with their peers from other regions.

Strategy 7. Explore other funding opportunities to serve more consumers.

Progress: LRS explored the following funding opportunities in FY 2015 to include:

• A Third Party Cooperative Arrangement with Jefferson Parishes Human Services Authority to provide services to transition students and individuals with mental illness is in its third year.

• A Third Party Cooperative Arrangement with Bossier Parish Community College in Shreveport to provide services to transition students is in its third year.

• Established rehabilitation services to the homeless in Baton Rouge through an establishment project with UpLiftd.

• Continued collaboration with Workers Compensations’ Second Injury Fund Board to utilize federal funding from RSA.

• Third Party Cooperative Arrangements were completed with the Local Educational Agencies (LEA) to provide services to transition students to include Grant Parish School Board, Franklin Parish School Board, East Feliciana Parish School Board and Sci Academy.

• An establishment project with Acadiana Works, Inc. to provide supported employment in the underserved rural Acadiana parishes of Region is in the third and final year.

Objective E. Provide VR services leading to an increase in employment outcomes to 1000 eligible individuals with disabilities through FY 2015.

Progress: In FY 2015, LRS provided services to 20,291 consumers leading to the successful employment of 2,347. This will represent the base figure. In subsequent years, LRS will provide services leading to an increase in employment outcomes by 200 per year to achieve the total increase amount of 1,000.

Strategy 1. Increase Rehabilitation Counselor contact with students with disabilities in secondary education in order to improve provision of VR services to transition students.

Progress: LRS continues to renew and revise existing local cooperative agreements, as applicable, with the 69 school districts and 101 Charter Schools in Louisiana. As part of the State Transition Plan, the Department of Education (DOE) and LRS continue to work together to establish regional core teams throughout the state. The LRS’ Transition Program Coordinator continues to collaborate and partner with DOE, the Office for Citizens with Developmental Disabilities (OCDD), Work Incentive Planning Program, the Department of Children and Family Services (DCFS), the Disability Employment Initiative (DEI), and the Office of Youth Development in an effort to network, share information and utilize comparable benefits to enhance VR services to transition students. The primary focus of LRS’ collaboration is to identify and address barriers (e.g. policies, eligibility process, resource allocation); assure effective service provision through the support of local interagency core teams, provide cross–agency training, outreach, engage in capacity building of young adults and family outreach efforts; provide continued support of innovative models and practices related to transition; and provide information and technical assistance. The Program Coordinator provides guidance and information to the Rehabilitation Counselors regarding specific transition issues. The Program Coordinator is working collaboratively with the Transition Learning Collaborative using video conferencing calls hosted by Laurie Ford, to discuss transition topics and provide information to LRS’ field offices. Technical support is provided to staff in the field offices to enhance transition services. The Transition Coordinator works closely with the school districts that have Third Party Cooperative Arrangements to assist the Transition Specialist as needed. Training will continue to be provided statewide. VR Counselors are encouraged to provide services at least once a month, when feasible, to students determined appropriate for Job Readiness training. Pre–Employment Transition Services are made available statewide to students with disabilities by LRS’ Community Rehabilitation Programs (CRPs) to provide workplace readiness and establish work based learning experiences.

Strategy 2. Request funding to increase the number of Rehabilitation Counselors dedicated to providing services to transition students.

Progress: LRS has identified funding. As a position is vacated, and the agency has approval to fill the position, a review of the region’s staffing needs is conducted to determine if additional transition counselors will be hired. Currently, LRS has designated one or two transition counselors in five of the eight regions; however, since most regions are large and include many rural parishes, general caseload rehabilitation counselors are also assigned to work with transition students.

Strategy 3. Increase staff presence with private employers through partnering and/or collaboration to do job development.

Progress: LRS contracted with TEEM (Time, Emotional competence, Energy and Money) Academy, a private non–profit, to provide job development and job placement through Rehabilitation Employment Development Specialists (REDS) for several regions of the state. In addition, LRS acquired REDS via job appointments to collaborate with employers for job development and placement in the remaining regions of the state to increase staff presence with employers throughout the state.

A third party arrangement was entered into with Jefferson Parish Human Services District to provide vocational rehabilitation services aimed at increasing the employment outcomes for transition students and those individuals with mental illness. Additional TPCAs began also with Bossier Parish Community College, Grant Parish School Board, East Feliciana Parish School Board, Franklin Parish School Board and Sci Academy to provide transition services.

LRS established job development and job placement services to individuals with disabilities who are homeless in Baton Rouge with UpLiftd.

Also, an establishment project for a supported employment program with Acadiana Works, Inc. was started that included job development and job placement services in the underserved rural Acadiana parishes of Region 4– Lafayette.

Strategy 4. Increase resources for assistive technology assessment and devices to improve employment outcomes.

Progress: A one (1) year Third Party Cooperative Arrangement (TPCA) for direct, statewide AT service delivery was made between LRS and Louisiana Tech University (CREST) for the period 1 July 2014 to 31 June 2015. CREST professionals provide consumers with face–to–face, direct AT evaluation and assessment services statewide. Contract services included computer assessment, activities of daily living evaluations, home and job–modification evaluations, adaptive driving and transportation evaluations, vehicle modification reports, and seating and positioning assessments for wheelchairs and wheeled mobility systems.

During the year 325 assessments and evaluations with AT equipment recommendations were made with nearly 5,000 follow–up activities recorded. Many of these consumers were evaluated in more than one service area. For example, when a counselor makes a referral for a wheelchair assessment, they also may request an assessment for transporting that device. (Note this represents130% of their budgeted commitment of 250 direct services assessments statewide). This year, LRS and La Tech negotiated another one (1) year TPCA for the period 1 July 2015 through 31 June 2016. The first quarterly report indicated eighty (80) direct services assessments, statewide.

This year, the AT Program Coordinator is working with Fiscal and Planning, and the CRP Bureau Administrator to identify and enhance access to fee–for–service assessments and evaluations state–wide.

LRS continues to coordinate with Louisiana Assistive Technology Network (LATAN) on an expanded program, funded by the Rehabilitation Services Administration (RSA) to provide statewide demonstration–learning, lending, and purchasing assistance of assistive technology. In 2014 LATAN closed their facility in Shreveport, and co–located with the La Tech University campus in Shreveport. This resulted in a significant cost–savings to LATAN and allowed them to continue the collaboration with La Tech in the area of demonstration and equipment lending for extended trial of AT equipment by consumers. LATAN is an approved vendor for providing a device–rental service so consumers may have a more realistic trial use of an AT device before requesting that LRS provide them with said device. The AT Program Coordinator has assisted the CRP Bureau Administrator in evaluating a proposal for LATAN to provide fee–for–service AT assessments in LRS, Region 2 – Baton Rouge.

LATAN is a member of the Volunteer Organizations Active in Disasters and has participated with LRS in planning for emergency response for persons with disabilities. LATAN is conducting training to assist individuals with their personal planning for evacuations.

Objective F. Work collaboratively with the Career Solution Centers to ensure that funds and services to consumers are used and leveraged to the utmost extent.

Progress: LRS continues to collaborate with LWC in identifying effective ways to integrate services in the Career Solution Centers and to be involved with the Workforce Commission and its sixteen (16) Workforce Development Areas. LRS is represented on each of the 16 boards and attends meetings as scheduled. There are sixteen (16) Memorandums of Understanding (MOU) established with each of the 16 Workforce Development Boards (WDBs). Within the 18 Workforce Development Areas, 61 Career Solution Centers have been established. Sixteen cost allocation plans have been completed by the WDBs, and approved by all parties. LRS has a good working relationship with the Career Solution Centers and continues to pay expenses to the local Career Solution Centers for our participation, as per the local cost allocation plans. To improve knowledge regarding assistive technology and address other accessibility issues, LRS’ Program Coordinator for Rehabilitation Technology continues to provide consultation to the Career Solution Centers. In addition, our agency’s REDS serve as the LRS liaisons for all Career Solution Centers within their region and include providing “LRS Public Awareness” as well as services to consumers such as job seeking skills techniques and employment development. LRS and LWC are committed to the success of the Career Solution Centers and work collaboratively to serve individuals with disabilities at assigned Centers.

Strategy 1. Incorporate and utilize existing web–based networks (i.e. LaVOS) in order to improve consumer employment outcomes.

Progress: In FY 2015, LRS contracted with Alliance Enterprises to host the AWARE case management system. As a result, LRS is now running the most current version of AWARE and will be receiving the data analysis portion, Tableau, in the near future. Tableau will enable the agency to have expanded abilities to analyze the data available in AWARE.

Strategy 2. Assess the agency’s performance on a quarterly basis and develop strategies to improve agency performance.

Progress: Agency performance is reviewed monthly at State Office and quarterly with LWC. The five–year Strategic Plan is reviewed annually and strategies are developed or changed depending on agency/departmental need.

Objective G. Through a quality assurance programmatic case review system, evaluate and monitor case record documentation to maintain at least a 90% average level of compliance with agency policy and procedures through FY 2015.

Progress: LRS quality assurance staff randomly selected and reviewed 312 consumer service records during the 2014 review cycle (January 1, 2014 through December 31, 2014). Samples were drawn statewide from records in Service and Closed Rehabilitated statuses to review the following areas of casework for compliance: Application, Eligibility, Assessment, IPE, Supervision, Closed Rehabilitated, and Fiscal. The statewide rate of counselor compliance with agency documentation requirements delineated in the QA–1 monitoring form was measured at 95.0% (> 90% is considered “Satisfactory”) for the 2014 review cycle. This compliance rating represents an increase (.4%) from the 2013 review year which was measured at 94.6%. The sample size for the 2014 review year was in compliance with RSA recommendations (2%) based on total consumer population.

Each of the eight regions achieved a “Satisfactory” rating during the 2014 review cycle for casework documentation compliance measured by the monitoring form. Regional scores ranged from 92% to 98%. Corrective action recommendations resulting from QA monitoring activities for the 2014 review year have been implemented. The QA–1 monitoring form was revised to incorporate changes in LRS guidelines implemented over the past 12 months.

Four Master Rehabilitation Counselor reviews were conducted by the Quality Assurance Unit during the 2014 review year. Four of the caseloads reviewed for promotion to Master Rehabilitation Counselor status exceeded the 90% compliance level required.

Strategy 1. Collaborate with state office programmatic staff relative to identified areas needing improvement to provide training, as applicable.

Progress: The QA unit works closely with the training unit to provide on–going input on review findings and training needs that are identified by QA, to ensure that areas that will benefit from further training can be addressed by the agency’s training unit. In situations where there is a question regarding the standards for compliance, official clarifications are obtained from the appropriate State Office Planning Bureau and/or the Assistant Director, and if indicated, applied to all subsequent regional reviews. The QA unit continues to provide training and respond to request for clarification on an as–needed basis.

Objective H. To improve service delivery to consumers by increasing competency of 100% of agency staff through professional development training opportunities by FY 2015.

Strategy 1. Provide a minimum of two annual trainings to state office and regional staff members on training needs from the agency in–service training needs tools.

Progress: In FY 2015 training was provided to LRS staff on Customer Service, Supported Employment, PETS and other procedural changes impacting service delivery.

Strategy 2. Provide agency funding and/or support for professional staff to obtain a Master’s Degree in Rehabilitation Counseling in accordance with the Comprehensive System of Personnel Development.

Progress: The agency currently has one counselor working toward a Master’s Degree in Rehabilitation Counseling. Currently 65% of LRS Counselors possess a Master’s Degree in Rehabilitation Counseling, or a related field. While training funds are limited for supporting staff in pursuing a Master’s Degree, LRS continues to be committed to support counselors in this effort. On a positive note, many recent hires already possess a Master’s Degree in counseling and a number of the counselors who do not have their Master’s Degree are very experienced and within the five year range of retirement.

Strategy 3. Provide agency funds and /or support for new hires without a Master’s Degree in Rehabilitation Counseling to attain this degree within five years of attaining permanent status.

Progress: The agency provided funding for books and supplies, and educational leave for staff members pursuing their Master’s degree in Rehabilitation Counseling.

Strategy 4. Develop and implement a plan for paraprofessional staff members to obtain training relative to the VR program per the Comprehensive System of Personnel Development.

Progress: Rehabilitation Counselor Associates and other support staff participate in monthly in–service training conducted in each regional office including timely rehabilitation topics. In addition, all paraprofessional staff members were provided statewide training on topics to enhance service delivery skills such as customer service, team work, and maintaining a positive attitude toward consumers, co–workers, etc.

Strategy 5. Continue to provide opportunities for professional staff to attend leadership/management training programs.

Progress: The LRS Director and two Program Coordinators participated in the National Executive Leadership Institute which was held in San Diego. LRS implemented its first Leadership Development Academy in 2014. Eighteen staff members participated. All participants received quarterly training sessions and 20 hours of mentorship training from mid–level or senior level managers.

Strategy 6. Develop and implement methods to increase recruitment and retention of qualified staff.

Progress: Agency staff present annually to various organizations or at activities on Southern University campus in order to recruit individuals interested in working in the Rehabilitation field. LRS staff also works with Southern University and Louisiana State University Health Science Center graduate program to provide internship opportunities.

Strategy 7. Inform universities offering a Master Degree in Rehabilitation Counseling about agency job openings and how to apply for vacancies through the agency process that has been developed.

Progress: Agency staff provides information to Southern University and Louisiana State University Health Science Center regarding job openings and how to apply for vacancies through the Louisiana Civil Service System.

Strategy 8. Provide professional development training for Randolph Sheppard Management Analysts (RSMAs).

Progress: The RSMAs were provided training on conducting facility inspections. In addition, new RSMA staff are offered the Serve Safe food handling certificate, which is renewed every five years.

Other training actively coordinated, planned and conducted for LRS staff members included the following:

• Training Forum for State Coordinators for the Deaf

• Symposium – Ethics Training

• Motor Voter Training

• District Supervisor Training

• Supported Employment Training (RTAC)

• Case Management

• Job Placement

• New Counselor Academy

• Counselors for the Blind Training

• Advanced Communication and Client Services Training for Paraprofessionals

Objective I. Increase by 12% the utilization and efficiency of services provided by LRS operated Rehabilitation Employment Assessment Programs (REAPs) by FY 2015.

Progress: LRS operated one REAP serving 1,404 consumers. The average cost per consumer was $641. LRS exceeded its goal of 12% utilization of REAPs’ in FY 2015.

Strategy 1. Investigate and determine the most efficient assessment tools and incorporate these in the REAP facilities by end of FY 2015.

Progress: Assessment tools are reviewed annually and updated as needed to insure that the consumers’ evaluations are accurate.

Strategy 2. Identify and access private CRPs to provide work ethic training in regions without REAPs; and then later explore expansion in those regions with REAPs as demand warrants.

Progress: This has been conducted and every region has at least one CRP that provides this service.

Objective J. Increase the number of managers earning at least $25,000 annually by expanding opportunities and enhancing consumer service delivery in the Randolph–Sheppard Program.

Progress: The Randolph Sheppard program currently operates 67 facilities throughout the state with 59 licensed Managers operating these locations. The average income for FY 2014 was $41,589.

Strategy 1. Monitor all legislation, which might impact the program’s preference (first choice at selecting to occupy available locations).

Progress: This is monitored annually during the legislative session.

Strategy 2. Expand training for licensed blind managers to enhance skills, entrepreneurial abilities, and quality of service to customers.

Progress: Managers are provided upward mobility training annually. In addition, regional training is conducted to address specific problems.

Strategy 3. Merge existing low earning locations as appropriate to reach the targeted annual rate.

Progress: As managers exit existing facilities, a systematic evaluation of the facility and its potential for earning $25,000 or higher is undertaken. For those facilities that are not deemed to fall within that category, opportunities for merging with existing facilities and/or converting them to unassigned vending locations are investigated.

EVALUATION AND REPORT OF PROGRESS FOR STANDARDS AND INDICATORS

Employment Outcomes

The Federal Performance Indicators were affected by the significant decline in the economy both on the state and national level. These include, but are not limited to the following:

• State budget deficits leading to mid–year cuts in the LRS budget

• Cuts in LRS staff/positions and hiring freezes

• Lack of funding to serve new consumers determined eligible and placed in Order of Selection Categories not being served.

Performance Indicator 1.1: The number of individuals exiting the VR program who achieved an employment outcome during the current performance period compared to the number of individuals who exit the VR program after achieving an employment outcome during the previous performance period.

Two thousand three hundred and forty–seven (2,347) consumers exited the VR program having achieved an employment outcome in FY 2015. LRS had 2,289 consumers who exited the VR program in FY 2014 with a successful employment outcome. LRS saw an increase of 58 successful closures for 2015 as compared to 2014.

Performance Indicator 1.2: Of all individuals who exit the VR program after receiving services, the percentage that are determined to have achieved an employment outcome.

A total of 3,670 consumer cases were closed after receiving services in FY 2015. Consumer’s cases closed as achieving an employment outcome was 2,347. Consumer success rate for FY 2014 was 63.95%. This is a 4.95% decrease in the percentage with employment outcomes from the previous year. However, the agency still exceeded the objective which is 55.8%.

Performance Indicator 1.3: Of all individuals determined to have achieved an employment outcome, the percentage that exit the VR program in competitive, self–employment, or Blind Enterprise Program (BEP) employment with earnings equivalent to at least the minimum wage.

In FY 2015, 2,347 consumers exited the VR program in competitive, self–employment, or BEP employment having achieved an employment outcome; which resulted in 100% of consumers earning at least Louisiana’s minimum hourly wage of $7.25.

Performance Indicator 1.4: All individuals who exit the VR program in competitive, self–employment or BEP employment with earning equivalent to at least the minimum wage, the percentage who are individuals with significant disabilities.

In FY 2015, 2,347 consumers exiting the VR program in competitive, self–employment or BEP employment earned a wage greater than or equal to the $7.25 minimum hourly wage. Of the 2,347 consumers 2,342 or 99.79% were significantly disabled.

Performance Indicator 1.5: The average hourly earnings of all individuals who exit the VR program in competitive, self–employment, or BEP employment with earning levels equivalent to at least the minimum wage as a ratio to the state’s average hourly earnings for all individuals in the state who are employed.

The average hourly earnings of individuals exiting the VR program in competitive, self–employment, or BEP employment for FY 2015 was $11.68, which is a ratio of .55 to the state average hourly wage earnings of $21.13 for all individuals in the state who are employed. As a result, this indicator was met and LRS continues to work diligently to meet this indicator.

Performance Indicator 1.6: Of all individuals who exit the VR program in competitive, self–employment or BEP employment with earnings equivalent to at least the minimum wage, the difference between the percentage who report their own income as the largest single source of economic support at the time they exit the VR program and the percentage who report their own income as the largest single source of support at the time they apply for VR services.

In FY 2015, 2,347 individuals exited the VR program in competitive, self–employment or BEP employment earning at least minimum wage. At application 437 or 18.62% reported their own income as the largest single source of support. At closure, this number increased to 2,136 or 91.01% for a positive difference of 72.39. As a result this indicator was met and LRS continues to work diligently to meet this indicator.

Performance Indicator 2.1: The service rate for all individuals with disabilities from minority backgrounds as a ratio to the service rate for all non–minority individuals with disabilities.

In FY 2015, Louisiana had 3,424 non–minorities exiting the VR program; 1,812 non–minorities received services, for a service rate was 52.92%. Minorities exiting the VR program equaled 3,683 with 1,858 minorities receiving services with a rate of 50.45%; this is a .953 ratio. This is a .063 increase in the minority service rate as compared to last year. It is anticipated that the LRS’ VR Program will achieve results in line with those indicated in this performance standard area.

The following is a report of progress for specific Agency activities:

Second Injury Fund: In July, 2011, the Governor signed HB 502, into law providing for up to 1% of the Second Injury Funds (SIF) to be spent by LRS counselors on VR consumers. On August 1, 2013 Act 314 reauthorized the SIF and rescinded the “sunset” wording of the original Act. In July, 2015 the Louisiana Legislature in Regular Session passed SLS 15RS–306 Senate Bill No. 107 which extended the current arrangement until 2020. Since the SIF revenues come from private insurance income, these funds can be matched with Rehabilitation Services Administration (RSA) funds for direct services.

In 2014 $2,475,507 from the SIF program was spent by LRS on 827 consumers who were successfully employed in that year. In the past four years this program, with matching funds from RSA, has generated over $10 million dollars in direct services money with no additional overhead or costs allocation. This has contributed to approximately 3,000 successful closures during the four year program. In 2015, two hundred fifteen (215) consumers have successfully been employed, with one hundred ninety three cases in service status, with $893,385.61 spent to date.

Transportation Initiative: In July 2012, the Governor approved HR–187 establishing an interagency working group to determine the feasibility of a coordinating and networking organization to provide better consumer access, and more efficient use of the statewide fleet of ADA accessible vehicles that are provided for elderly disabled consumer use. The AT Program Coordinator participated as the LRS representative at monthly meetings to develop a plan to be presented to the future Louisiana Legislative session. A proposal was made to proceed with a comprehensive plan to network transportation proposals and increase public awareness and access to non–fixed route transportation services. Through collaborative efforts, a database was made available to the Regional Managers in LRS that allows searching by parish to find possible transportation services for our customers. Please see: http://wwwapps.dotd.la.gov/multimodal/publictransportation/transitresources/

The AT Program Coordinator continues to work with agencies providing transportation related services to increase accessibility and availability of transportation for individuals with disabilities in the state.

One of the Federal Transit Administration (FTA) programs is the Job Access Reverse Commute (JARC). JARC under USC 49 of the FTA 5316 program federal matching dollars are provided for local state and parish governments to contract with transportation providers to assist non–driving consumers, such as disabled Veterans, and LRS consumers with reliable, affordable, accessible transportation options. The AT Program Coordinator has worked closely with the Regional LRS Managers and the Regional and Metropolitan Planning Organizations to network these proposals in such a way that LRS Counselors will have these transportation assets available for their consumers in job seeking and employment services. Several JARC’s are already in operation in East Baton Rouge, the River Parishes, and the parishes surrounding New Orleans.

Employment Initiatives: In Partnership with the Disability Employment Initiative (DEI), LRS participated in the planning and implementation of DEI events held across the state. These events consisted of Employer Symposiums, Asset Summits, Job Fairs and Business and Career Solution Centers’ Open Houses. These were held in every region of the state to promote and build effective community partnerships that leveraged public and private resources to better serve individuals and improve employment outcomes. Through this initiative LRS was able to connect with various employers that wanted more information on the advantages on hiring people with disabilities and financial incentives such as the Work Opportunity Tax Credit Program (WOTC). Consumers across the state that participated in job fairs were able to make solid connections with employers in the state that hopefully lead to employment opportunities.

As LRS continues to focus on increasing/enhancing quality employment outcomes, every Regional Office now have a REDS position or an Employment Specialist that will provide job development/placement assistance to consumers. This assistance may include direct job placement, job shadowing, work experience, on the job training, or custom solutions.

LRS established a workgroup to direct the agency toward an employment based outcome model. State Office staff members, Regional Manager and a stakeholder representative comprise the steering committee. Three workgroups were established to review LRS processes and make recommendations in the following areas:

(1) application/intake/referral/eligibility;

(2) service delivery/IPE and

(3) employment.

These workgroups were comprised of a cross section of LRS staff including District Supervisors, Counselors and Rehabilitation Counselor Associates and were charged with establishing best practice models to improve services and employment outcomes for LRS consumers. Recommendations from the workgroups were reviewed by the steering committee and considered feasibility of implementation and, if agreed upon, submitted to the LRS Director for review and approval. Some of the changes recommended and implemented include: The production of a video/DVD that provided an overview of Vocational Rehabilitation Services. Each regional office was provided DVDs of the video to use as an educational tool when conducting outreach. The video was also placed on You Tube and is accessible through the LRS/LWC website.

In addition, a State Office position was hired to coordinate employment activities statewide. The Employment Initiative Program Coordinator serves as LRS’ direct contact to the VR Business Network and distributes job leads and information to the regional offices. The Program Coordinator continues to network by means of attending the Society of Human Resource Management monthly meetings, WIOA board meetings and monthly meetings with the Louisiana Diversity Council and was involved in the planning of the 32 Disability Employment Initiative (DEI) events across the state. These DEI events were held in every region of the state and served to promote and build effective community partnerships that leveraged public and private resources to better serve individuals and improve employment outcomes. These events also allowed for training and information to be presented to employers about the business.

Ticket–to–Work: LRS continues to network and collaborate with MAXIMUS, as well as many other agencies in the state, to ensure Ticket–to–Work is successful in Louisiana. LRS continues to maintain a statewide 1–800 Ticket Hotline number for individuals interested in learning more about their Ticket and how LRS would be able to assist them.

In FY 2015, LRS received $1,842,546.64; this amount was a slight increase from FY 2014’s $1,820,029 which was received from the Social Security Administration’s (SSAs) reimbursement program. The Program Coordinator continues to work closely with SSA to insure all documentation is submitted properly so that claims can be processed.

Collaboration with Title 121 Programs: LRS and the Tribal programs continue to provide coordinated services under the collaborative agreement to make the rehabilitation process more responsive to the needs of American Indians with disabilities. The collaborative agreement allows for mutual acceptance of eligibility decisions, the provision of services through concurrent (joint) cases, the sharing of resources, and to continue cross–training opportunities to facilitate the development of staff persons.

Cultural Diversity: LRS employees are provided opportunities to attend cultural diversity workshops/training provided by outside entities to include conferences and university degree programs. The LRS Counselor Training Academy is also an effective venue for discussion of culture differences and information, and includes a module that addresses multi–cultural counseling issues and outreach.

Due Process: LRS had nine scheduled Fair Hearings during FY 2015. Of the nine fair hearing requests, two were resolved prior to the actual fair hearing; five (5) went to a fair hearing; two (2) were carried over to the next fiscal year.

Impartial Hearing Officers and Mediators are initially provided training on LRS Policy and Technical Assistance and Guidance manual materials. Copies of revised policy and technical assistance manual material is provided to the Impartial Hearing Officers/Mediators, if needed, training is provided.

Establishment Projects: Upliftd continues to provide rehabilitation services to LRS eligible individuals with disabilities who are homeless in the Baton Rouge area. Services currently being provided include vocational assessment, job readiness/job placement, support services for employment such as occupational tools & equipment, transportation, and information/ referral to other community resources. This project was established in 2012.

Acadiana Works, Inc. is in the third and final year of an establishment project for a Supported Employment program in the underserved rural parishes of Acadiana, Region 4–Lafayette. Services currently being provided are community–based assessments, job readiness training, job coaching, job development, job placement, job retention, and extended ongoing support services.