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

The State Rehabilitation Council and VRS are committed to a disciplined process for making decisions that shape and guide VRS as an organization. Consumers, stakeholders and VRS staff contributed insights over many months to the planning process, resulting in the five goals. A strategic planning process is never finished. Changing consumer needs, as reflected by the Comprehensive Statewide Needs Assessment, program evaluation and ever-changing social, legal and economic circumstances, prompts an annual review of the goals and process measures.

Goal1: Increasing the number of Minnesotans with the most significant disabilities working in competitive, integrated employment

VRS and the VR community are committed to expanding job opportunities and improving employment outcomes for Minnesotans with the most significant disabilities.

Strategic Priorities

A. Increase consumer engagement and satisfaction

Action: Survey customer engagement and satisfaction after plan development and at case closure

Action: Conduct customer focus groups on an annual basis

Progress achieved: In 2017, DEED administered a randomized statewide participant satisfaction survey of Vocational Rehabilitation Services participants who had completed an individualized employment plan as part of their program activities.

Mathematica, as part of a grant received from RSA that was completed in 2017, studied the impact rapid engagement and benefits planning had on SSDI beneficiaries participating in the SGA Project. On average, eligibility was determined within 6.5 days of application, and the IPE was developed within 49 days of application. 48% of the participants participated in benefits planning as part of plan development. The research showed people who participated in the research project were more likely to stay engaged with VR, and they were more likely to exit services with employment above SGA.

DEED also contracted with Orman Guidance, a consumer insights firm, who took a mixed methods approach to a VRS participant satisfaction study with the objective of exploring the quality, timeliness, and effectiveness of VRS.

The overall results found that VRS participants feel high levels of comfort, satisfaction, and support in their current work with VRS counselors and staff, and that the counselor-participant relationship is key for success and satisfaction.

B. Increase the number of employment outcomes

Metric: The number of successful employment outcomes per federal fiscal year

Progress achieved: In FY2017, 2,715 VR participants obtained employment, which exceeded the successful employment target of 2,550 by 165.

C. Increase education, credentials, and skill gains

Action: Establish baselines for secondary and post-secondary credentials and for measurable skill gains

Metric: WIOA Common Performance Measure 4: The percentage of participants who obtained a recognized post-secondary credential or a secondary school diploma, or its recognized equivalent during participation in or within 1 year after exit from the program

Metric: WIOA Common Performance Measure 5: The percentage of participants who are in an education or training program that leads to a recognized post-secondary credential or employment and who are achieving measurable skill gains

Progress achieved: The agency continues to develop strategies for measuring and recording credentials and skill gains. Updated case management system to record credentials and skill gains, and have begun staff training to capture the data accurately.

D. Increase job retention

Action: Establish a job retention baseline

Metric: WIOA Common Performance Measure 1: The percentage of participants who are in unsubsidized employment during the second quarter after exit from the program

Metric: WIOA Common Performance Measure 2: The percentage of participants who are in unsubsidized employment during the fourth quarter after exit from the program

Metric: WIOA Common Performance Measure 3: Median earnings of participants who are in unsubsidized employment during the second quarter after exit from the program

Progress achieved: Further communications with administration revealed that Common Performance Measures are not a measure of retention, therefore, this goal will no longer be measured.

Goal 2: Increasing Pre-Employment Transition Services VRS, schools, and the VR community will focus on increasing vocational exploration and work based learning experiences for high school students with disabilities.

Strategic Priorities

A. Develop strategies to implement the Pre-ETS requirements stipulated in WIOA

Action: Track required and authorized services and monitor expenditures and fiscal impact

Progress achieved: VRS delivers pre-employment transition services (Pre-ETS) through counseling staff (VR eligible persons) and contracts (VR potentially eligible persons). An Employment Plan is developed and services are tracked.

VRS issued nine fee for service contracts in July, 2017 to vendors to provide required services to VR potentially eligible people. Requests for Proposals are currently being developed to expand the availability of Pre-ETS services within the Twin cities metropolitan area and northwestern Minnesota.

B. Increase VRS outreach on the responsibilities under WIOA to provide pre-employment transition services for students with disabilities

Action: Develop and implement a WIOA pre-employment transition services communication and outreach plan designed for school staff.

Action: Track the number of schools with VRS time and expenditures devoted to WIOA required and authorized pre-employment transition services.

Progress achieved: Counseling staff have been assigned to every school district in the state, including private schools. Time spent providing Pre-ETS services is tracked through the statewide payroll accounting system. Within the statewide accounting system, there are designated account codes for Pre-ETS expenses. In addition, separate project codes are required to differentiate work hours between required activities and coordinating activities. VRS is currently not spending funds on authorized services.

Each month, program accounting staff runs a budget report to determine the percentage of federal funds that have been spent on Pre-ETS activities. It is expected that the 15% mandate will be met for FFY 2017.

C. Increase the number of work based learning experiences prior to graduation for VR eligible students in high school

Action: Establish a baseline and track the number of VR students with paid and unpaid work based learning experience prior to graduation.

Progress achieved: Service codes have been developed and implemented to track Pre-ETS purchased services.

Goal 3: Enhancing Organizational Vitality VRS will hire, develop and retain staff who will provide the best possible services to Minnesotans with the most significant disabilities.

Strategic Priorities

A. Develop staff skills and competencies in serving Minnesotans with the most significant disabilities

Action: Provide relevant training for VRS staff, including training on person-centered thinking and planning

Progress achieved: Person-Centered Thinking and Person-Centered Planning was a top strategic goal in 2017. Training was required for all VRS staff in fall of 2017. University of Minnesota Institute on Community Integration trainers were contracted to help staff understand the values-based concepts and incorporate client-centered practices in services we provide in accordance with WIOA, the Olmstead Plan and Employment First policy. Tools and techniques were introduced and practiced in the training. To further knowledge, skills and abilities in Person-Centered practices, a Community of Practice consisting of VRS staff will launch in December 2017. The purpose will be to create a culture of continuous improvement, construct processes, policy and guidance that are person-centered, and utilize online coursework available through the University of Minnesota for ongoing training.

B. Maintain a leadership development program for current and emerging leaders

Action: VRS will conduct a leadership development program for approximately 10-15 current and emerging leaders on a biannual basis

Action: VRS will evaluate the participant experience in the leadership development program to inform program design

Progress achieved: WIOA priorities have and still are driving our staff development initiatives. Staff Development added one employee in 2017 to meet training needs around PRE-ETS and Autism. Staff development resources are at full capacity with program and policy training development and delivery. The use of the State of MN Enterprise Talent Development’s Emerging Leadership Institute is a viable approach vs. our strategic plan to develop our own leadership development program within VRS. The VRS Leadership team will consider selecting 3-4 staff to participate in the cohort starting September 2018. The Staff Development Director can collaborate side-by-side with VRS participants in the Emerging Leadership Institute to provide guidance and opportunities to discuss and apply learning and project work with administrative and field leadership.

C. Develop strategies for increasing the diversity and cultural competence of VRS staff

Action: Provide cultural competence training for VRS staff

Action: Develop strategies to increase diversity in staff hiring and retention

Progress achieved: All managers and supervisors completed training on Building an Inclusive Workplace offered through the Minnesota State Enterprise Learning Management office. DEED has implemented a monthly Diversity Spotlight series as part of the Governor’s and DEED’s initiative to create a more diverse and inclusive workforce, ODEO is hosting sessions on a variety of diversity topics that directly affect how we treat employees in the workplace and how we serve our customers through our programs.

D. Strengthen organizational communication internally and with system partners

Action: Provide monthly VRS organizational updates to staff

Action: Communicate rationale for major policy and practice decisions internally and/or with system partners

Progress achieved: VRS implemented a regularly featured communication on the internal SharePoint site to highlight changes to policy and practice, messages from the VRS Leadership Team, updates on training and staff development opportunities, and team profiles, etc.

Goal 4: Leveraging Partnerships

VRS will provide leadership in convening and strengthening system-wide collaborative partnerships that expand and fully use resources to serve Minnesotans with the most significant disabilities.

Strategic Priorities

A. Engage the State Rehabilitation Council (SRC) for input and feedback on the vocational rehabilitation service delivery model for Minnesota

Action: The SRC works in partnership with the DSU to develop and review state goals and priorities and assists with the development of the State Plan and Comprehensive Statewide Needs Assessment

Action: The SRC produces an annual report, conducts public forums, and coordinates its activities with other councils

Action: The SRC provides input on substantive VR policy changes

Action: The SRC works collaboratively with the designated state agency to measure customer satisfaction

Progress achieved: The State Rehabilitation Council (SRC) provides ongoing input and recommendations to VRS.

B. Maintain and build our partnerships with community-based rehabilitation providers and advocacy organizations

Action: Continue to convene and leverage the VRS CRP Advisory Committee

Action: Convene statewide meetings of community partners on an annual basis

Action: Maintain collaborative agreements with the Centers for Independent Living (CILs)

Action: Collaborate with advocacy organizations to advance mutual agendas

Progress achieved: VRS has an active CRP Advisory Committee. Priority topics discussed in 2017 included discussion of Performance Based Agreement redesign and definitions for inclusion in DEED-VRS Professional and Technical Contracts, expanding Customized Employment capacity in Minnesota, Funding Customized Employment, Strategies for continued system transformation, Department of Human Services (DHS) new Waiver Services discussion, WIOA Section 511, Developing and Retaining Placement Professionals

C. Expand our collaboration with other system partners to better align and fulfill the requirements of the Workforce Innovation and Opportunity Act (WIOA) and Minnesota’s Olmstead Plan

Action: Expansion of key partnership work with Department of Human Services (DHS), Minnesota Department of Education (MDE), the Olmstead Plan interagency efforts, counties, local school districts, and WorkForce Center System partners

Progress achieved: The Department of Employment and Economic Development is active on the Governor’s subcabinet to implement the Olmstead Plan that was approved by the U.S. District Court on September 29, 2015. VRS has entered into discussions with the Department of Human Services and the Department of Education to develop a memorandum of understanding on how to better coordinate WIOA services and to develop a federal waiver request to use Medicaid funding for long-term supports.

D. Expand access to ongoing employment supports through county, state and federal programs

Action: Partner with Department of Human Services (DHS), counties, and Medicaid providers to increase resources for support of integrated, competitive employment

Action: Partner with VRS Extended Employment (EE) providers to transition and increase state resources for support of integrated, competitive employment

Progress achieved: VRS worked closely with DHS to develop a federal waiver request to use Medicaid funding for long-term supports. Additionally, the Extended Employment program has rewritten the EE rule to shift funding from segregated employment to competitive integrated employment with supports. The new rule is expected to take effect in 2018.

Goal 5: Engaging Employers

VRS and the VR community will continue to embrace employers as key customers, resulting in increased employment outcomes for Minnesotans with disabilities

Strategic Priorities

A. Develop a robust system to assist VRS staff in matching qualified VR jobseekers with competitive, integrated employment opportunities. Leverage the WorkForce One case management and/or Minnesota’s internet based labor exchange system rewrite initiatives to fund, develop, and implement the system

Action: Secure approval and resources for a VR client talent pool structural framework as part of future application development priorities for the WorkForce One system and/or other Minnesota systems

Progress achieved: As of July 2017, Workforce One (WF1), Minnesota’s electronic case management system, has capacity to identify Talent Pool. VRS staff now must input key talent pool identification data which will greatly enhance the ability for Placement Specialists and Coordinators to identify pools of candidates based on Employer needs. More training will be needed by VRS staff to correctly utilize the talent pool refinement tools available in WF1.

B. Develop and implement Low Risk Hiring and Retention options designed to increase employment outcomes and workforce diversity

Action: Track participation and employment outcomes in low risk hiring and retention options on a quarterly basis. Options are anticipated in include On the Job Training, Job Try Outs, Internships, Connect 700 Program, and Schedule A hiring

Action: Create and deliver training designed to help employers identify, develop and sustain natural workplace supports for employees with disabilities

Progress achieved: DEED-VRS updated the process, policies guidance and definitions for an array of low risk hiring and retention options which are referred to as On-the-Job Work & Training Options in Policy and Guidance Manuals. This information, along with the Connect 700 hiring initiative, was shared with Community Rehabilitation Partners through statewide training to ensure consistency of understanding and application. VRS developed a series of new marketing materials for use by VRS and community partner providers to promote these programs with businesses (Internship, On-the-Job Training and Job Tryout brochures).

C. VRS will lead and convene Placement Partnerships focused on developing, maintaining and strengthening relationships among VRS, VR Community Partners and Employers

Action: The VRS Placement Specialist team will develop and disseminate a quarterly report on the major activities and outcomes for active placement partnerships

Action: Work with partners to implement WIOA Common Performance Measure 6 focused on effectiveness in serving employers

Progress achieved: The Disability Employment Resource (DER) was developed to support business engagement. The initiative helps businesses meet their workforce goals by employing people with disabilities in competitive integrated positions, while employment professionals learn more about how to align their placement goals with business needs.

The DER curriculum improves business engagement by delivering information to bridge the gap between business and human services, dispelling myths that can prevent employers from considering people with disabilities, helping human service professionals understand the business perspective, providing tools for starting and building relationships, and connecting businesses with information and resources to help them succeed.

Minnesota has developed 15 Placement Partnerships throughout the state to provide a single point of contact for employers and to enhance the skills of placement professionals. In addition to the single point of contact approach for employers, Placement Partnerships host opportunities to connect employers and qualified job seekers and reflect employer needs and interests from urban, metro and rural areas. In addition to supporting joint training to maintain qualified staff, the placement partnerships share job leads, host job fairs and other community events.

Placement 101 is a three-day training to provide professionals with an introductory level of knowledge and skills in providing placement services for VRS consumers. It is available free of charge to VRS and community partners. To date, 17 classes have been completed, providing training to over 300 placement professionals. In addition, 30 trainers have been trained (15 VRS staff and 15 community rehabilitation program staff) to ensure an adequate number of trainers to continue the project. In 2016 and 2017, Placement 101 was put on hold due to WIOA. Despite the training being put on hold, Community Rehabilitation Providers have continually asked for Placement 101 to be offered again. In 2018, VRS will be partnering with the Minnesota Rehabilitation Association’s (MRA) Job Placement and Development (JPD) group who has expressed a desire to take on much of the training of Placement 101 going forward. VRS Placement Specialists will work closely with JPD staff who have been Placement 101 Trainers. It is anticipated that some of the materials will need to be updated as a portion of the curriculum is outdated.

VRS along with a key Community Rehabilitation Provider is developing a Minnesota centric Customized Employment Training and pursuing ACRE (Association for Community Rehabilitation Educators) certification for the training participants. This training will include hands on learning opportunities for Discovery Assessment and Job Development portions of Customized Employment. Each participant will also receive mentoring from VRS & CRP staff who are certified by one of the key CE training entities that provide certification. The goal of this Customized Employment Training is to assist placement professionals develop an understanding of CE and demonstrate proficiency in providing Discovery and Job Development. The training is also essential for Program Managers, Rehabilitation Area Managers who supervise staff who are providing CE services.

VRS developed and piloted a Business Feedback Survey in 2017. The purpose of the survey is to obtain feedback from businesses who have used VRS services. The brief survey asks businesses to let us know both how useful services were (i.e., prescreening applicants, on-the-job training, internship and job tryout programs, etc.) and how satisfied they are with VRS services. The survey was piloted to approximately 20 employers and provides a foundation for future business surveys.