The following summarizes the agency objectives/goals and the progress that has been made toward reaching them for Federal Fiscal Year ending 2017. State VR agencies submit a state plan annually to RSA to identify the goals and priorities of the state in carrying out the program.

Goal I: To maximize opportunities for individuals with disabilities in achieving competitive integrated employment and promote self-sufficiency.

Objective A. Provide quality vocational rehabilitation services leading to employment outcomes for 2,000 eligible individuals with disabilities annually through FY 2020.

Strategy 1. Evaluate and monitor case record documentation to maintain at least a 90% average level of compliance with agency policy and procedures.

Progress: LRS quality assurance staff randomly selected and reviewed 270 consumer service records during the 2017 review cycle (January 1, 2017 through December 31, 2017). 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 95.9% (> 90% is considered “Satisfactory”) for the 2017 review cycle. This compliance rating represents a decrease (.5%) from the 2016 review year which was measured at 96.4%. The sample size for the 2017 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 2017 review cycle for casework documentation compliance measured by the monitoring form. Regional scores ranged from 93% to 98%. Corrective action recommendations resulting from QA monitoring activities for the 2017 review year have been implemented. The QA-1 monitoring form was revised to incorporate changes in LRS guidelines implemented over the past 12 months.

Two Master Rehabilitation Counselor reviews were conducted by the Quality Assurance Unit during the 2017 review year. Each of the caseloads reviewed for promotion to Master Rehabilitation Counselor status exceeded the 90% compliance level required.

Strategy 2. Explore opportunities for consumers to participate in Telework in order to increase employment outcomes.

Progress: Telework employment options are considered for consumers when appropriate.

Strategy 3. Identify and collaborate with employers to provide job development, Work-Based Learning Experiences and job placement.

Progress: Through collaboration with the LRS Rehabilitation Employment Development Specialists (REDS) and local businesses throughout the state, 115 jobs were developed leading to successful job placements. Additionally, LRS vendors work with businesses throughout the year in developing jobs and placing consumers.

Strategy 4. Increase Counselor presence in secondary education settings in order to improve provision of vocational rehabilitation services to transition students.

Progress: Pre-ETS counselors have been assigned to all public schools throughout the state.

Strategy 5. Coordinate with employers on transition services for youth and students with disabilities.

Progress: Pre-ETS counselors and REDS have identified employers and placed students with disabilities into Work-Based Learning Experiences.

Strategy 6. Increase resources for assistive technology assessments and devices to improve employment outcomes.

Progress: Two additional, out-of-state vendor/providers have been vetted, and added to provide rehabilitation driving assessments and training on a fee-for-service basis, to include vehicle modification specifications for LRS consumers. A contractual agreement to hire a Physical Therapist and Rehabilitation Engineer through LSU Health Sciences Department was negotiated and approved. These professionals will conduct seating and positioning assessments, wheelchair and personal mobility evaluations, home modifications for accessibility evaluations, job accommodations assessments, and other rehabilitation engineering field services as required. The state-approved list of assistive technology and rehabilitation technology providers/vendors has been updated, and referral forms made available to the regional offices.

Strategy 7. Make all agency documents available in accessible formats.

Progress: All documents can be provided in alternative formats, such as braille, large print, etc. upon request.

Strategy 8. Ensure LRS office buildings are 504 compliant.

Progress: 504 audits of the LRS buildings and facilities are on-going.

Strategy 9. Expand employment opportunities through improved interfaces with professional organizations focused on employment.

Progress: The Rehabilitation Employment Development Specialists and Employment Coordinator participate in the Diversity Job Fairs, Society of Human Resource Managers, Mayors Commission on Disability, Business Service, Louisiana Diversity Council and Chamber of Commerce meetings. The Employment Coordinator collaborates with veterans groups including site visits with employers and quarterly training events. In 2017, the Louisiana Diversity Council will be adding a chapter in the Baton Rouge area. This will expand opportunities for employment.

Strategy 10. Increase outreach to targeted populations who are identified by the Comprehensive Statewide Needs Assessment as being unserved/underserved, including those needing supported employment.

Progress: The Comprehensive Statewide Needs Assessment is being conducted in 2017 for submission in the State Plan updates completed in 2018.

Strategy 11. Explore options for collaboration to provide transportation to consumers in rural areas.

Progress: A three-year relationship with the Tangipahoa Voluntary Council on Aging (TVCOA) resulted in a proposal to the Transportation Research Board (TRB) to network seven para-transit equipped vans between businesses along the Highway 51 corridor between the cities of Amite, Hammond and Ponchatoula. The strategies behind this proposal will provide a reliable round-trip option for non-driving job-seekers, via Job Access Reverse Commute (JARC) planning.

In Evangeline Parish the Council-on-Aging is planning to provide transit services for an LWC-sponsored apprenticeship training program proposal to begin training technical skills at the Vocational Technical School in Ville Platte.

As a result of WIOA-initiatives to increase collaboration between services agencies (LWC, LRS, VA, CAA and FITAP) at the local level, a JARC initiative to link job-training and development programs between St. Landry and Evangeline parishes with Lafayette is underway from the Business and Career Solutions Center in Opelousas. The JARC program will build on their current fleet of five, USC-49 5310 (Elderly and Disabled) program vehicles.

Moreover, the Metropolitan Planning Organization (MPO) of Lafayette, Louisiana has working plans to link urban transit services with rural communities such as Carencro and Breaux Bridge, LA. The LRS Regional Manager of the Lafayette office is an active participant in this planning process.

Strategy 12. Explore options for collaboration to provide services to specific disability populations including those diagnosed with developmental/intellectual disabilities, autism, mental illness or addictive disorders, blindness/deaf-blindness, deafness/hard-of-hearing or individuals who are students in transition.

Progress: LRS has two Third Party Cooperative Arrangements (Bossier Parish Community College and LSU-Human Development Center) that work specifically with the autistic and developmental/intellectual disability populations of students to offer college experiences while providing Pre-Employment Transition Services. LRS also has a fee-for-service agreement with Nichols State University to provide services to autistic and developmental/intellectual disability populations.

Strategy 13. Explore potential of establishing a program in Baton Rouge mirroring Café Reconcile.

Progress: LRS investigated establishing this program in the Baton Rouge area and determined that a similar program was already established. Continued investigation will reveal other areas of the state where this type of program will be of benefit.

Strategy 14. Explore potential of establishing a program to provide training to individuals with autistic spectrum disorders.

Progress: LRS has developed a fee-for-service agreement with Nicholls State University and a contract with Bossier Parish Community College to provide services primarily to consumers with autism.

Strategy 15. Explore how to determine if vocational training programs for industry-based certifications are qualified or certified to provide quality vocational training that results in competitive integrated employment outcomes.

Progress: This will be explored in FY 2018.

Strategy 16. Collaborate with Louisiana Department of Health to determine if individuals interested in competitive employment and in Sheltered Workshops are eligible for VR services.

Progress: LRS is in the process of updating our Memorandum of Understanding with the Office for Citizens with Developmental Disabilities to ensure a seamless referral process to LRS for individuals interested in competitive integrated employment. LRS also implemented WIOA’s subminimum wage regulations and developed guidance for staff statewide to aid in implementation.

Objective B. To expend a minimum of 15% of LRS federal funding to make available Pre-Employment Transitions Services (Pre-ETS) to applicants and potentially eligible students with disabilities.

Strategy 1. Perform comprehensive statewide needs assessment to determine needs of students with disabilities.

Progress: The needs assessment is scheduled to be conducted in calendar year 2017 for submission in the State Plan submitted in 2018.

Strategy 2. Expand outreach to students with disabilities to make them aware of VR services including Pre-ETS.

Progress: Pre-ETS counselors throughout the state attend IEP meeting, career fairs, and other school functions to make them aware of LRS services.

Strategy 3 Monitor the provision of Pre-ETS services to determine effectiveness and possible improvement to service delivery process.

Progress: Pre-ETS counselors monitor vendor activities in the schools to ensure delivery of appropriate services and determine any improvements needed.

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

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 opportunities 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. Consider merging locations with annual earnings below $25,000.

Progress: As managers exit existing facilities, a systematic evaluation of the facility and 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.

Strategy 4. Identify opportunities for new assigned and unassigned locations, including a staff position.

Progress: We will continue to pursue this goal pending availability of funds and positions.

Goal II: To ensure that Louisiana Rehabilitation Services has necessary and qualified rehabilitation personnel to provide quality vocational rehabilitation services to individuals with disabilities to achieve competitive integrated employment and self-sufficiency.

Objective A. Provide training resources to 100% of agency staff in order to increase their efficiency in service provision through FY 2020.

Strategy 1. Implement upgrades to the Accessible Web-based Activity and Reporting Environment System (AWARE) software.

Progress: LRS continues to upgrade AWARE as new enhancements are published. Upgrades are vital to the implementation of WIOA guidelines and RSA 911 reporting. We are on target to implement all needed upgrades.

Strategy 2. Identify alternative methods of succession training for staff members interested in pursuing leadership positions.

Progress: Succession training is provided through the State’s Comprehensive Public Training Program, mentoring the agency provides and the National Rehabilitation Leadership Institute. Staff members participate based on interests and career advancement goals.

Strategy 3. Provide in-service training to regional staff annually through a variety of methods as identified by training needs assessments/surveys and quality assurance reviews.

Progress: LRS is currently providing video training recorded, archived and accessed on the internal Share drive. Staff members also participate in real time web training and/or in-person training. Video training has allowed the flexibility to reach staff across the state on a more frequent basis without requiring state travel. As funding permits, staff members still have the option to attend live training. New technology options have improved communication statewide and reduced travel cost.

Strategy 4. Provide support for professional staff to obtain a Master’s Degree in Rehabilitation Counseling.

Progress: Staff is advised of training opportunities and universities that offer financial assistance. Educational leave can be provided upon request if meeting predetermined criteria. All professional level staff is encouraged to obtain their Master’s Degree in Rehabilitation Counseling.

Strategy 5. Develop and implement methods to increase recruitment and retention of qualified staff.

Progress: LRS continues to offer educational leave, assistance with books and supplies and a variety of training opportunities to improve competencies and skill level of staff. In addition, continuing education units can be provided by the agency for internal training events to assist staff with maintaining certifications. The agency hosts interns from local universities and attends career days at high schools and universities to recruit.

Strategy 6. Provide LRS staff with disabilities, written or electronic communication in accessible format(s) or provide other reasonable accommodations.

Progress: Provision of materials via recording, in braille, or in other alternate formats are provided upon request.

Goal III: To maximize resources and pursue innovative means to leverage the state’s full federal VR grant allotment.

Objective A. Work collaboratively with Partners to leverage funding in order to ensure that services to consumers with disabilities are accessed and utilized to the utmost extent by FY 2020.

Strategy 1. Explore and utilize web-based networks in order to improve consumer employment outcomes.

Progress: LRS Counselors utilize the LWC Hire database to assist consumers in locating employment. In addition, various web-based sites with job postings are utilized.

Strategy 2. Continue collaboration with the Second Injury Fund (SIF) and request increase in funding to assist consumers in obtaining or maintaining employment.

Progress: During State Fiscal Year 2017, the agency served 688 consumers with SIF funds and spent the total amount allotted of $2,205,035. The agency remains in constant communication with the SIF Board and continues to request an increase the amount allotted to LRS.

Strategy 3. Explore and implement third party cooperative arrangements with public entities and/or establishment projects with Community Rehabilitation Programs and/or public/private non-profit entities based on the needs identified in the Comprehensive Statewide Needs Assessment.

Progress: LRS has negotiated Third Party Cooperative Arrangements with twelve entities throughout the state including school boards, charter schools, and other public entities to provide Pre-Employment Transition Services.

Strategy 4. Explore options to increase the number of Counselors dedicated to providing services to transition students.

Progress: LRS has approximately 17 rehabilitation counselors assigned to provide Pre-Employment Transition Services statewide.

Strategy 5. Collaborate with Veterans program and Apprenticeship program at LWC to determine methods to increase outreach and successful employment outcomes.

Progress: The Program Coordinator for Employment Development works closely with her counterpart at the state Veterans program.

Objective B. Monitor and evaluate 100% of the Community Rehabilitation Programs (CRPs) for quality and cost effectiveness of service provision in order to assure compliance with agency standards through FY 2020.

Strategy 1. Monitor and evaluate CRPs through a Regional Triennial Renewal Process.

Progress: The Bureau of Community Rehabilitation Programs completed programmatic reviews of CRP’s across the state. Of those found to have deficiencies, feedback was provided regarding non-compliant areas and corrective action was taken to enable the CRP to become compliant. The triennial review process is near completion. Non- compliant vendors were required to take corrective action prior to renewal.

Strategy 2. Monitor and evaluate the cost effectiveness of service provision by reviews of a sample of CRPs through site visits on an annual basis.

Progress: LRS reviews rates for services when it appears that a rate is too low or if a request for review is received.

Strategy 3. Annually measure consumer satisfaction with CRP services through agency survey instrument.

Progress: The CRP satisfaction survey is administered annually. The most recent survey completed indicated an approval rating of 77% for the CRPs.

Strategy 4. Conduct outreach to determine potential vendors who can collaborate to serve targeted populations in rural areas including, but not limited to, those who are veterans, mentally ill, ex-felons, recovering from addictive disorders or homeless.

Progress: Regional Managers determine areas of service in which vendors are needed within the regions that they serve. In the event that a shortage of service providers is identified within a region, the manager will conduct outreach to determine interest by the public or local service organizations qualified to provide the targeted services.

Strategy 5. Explore the use of a vendor quality instrument and/or questionnaire for counselors/consumers to be used to provide informed choice.

Progress: LRS has considered the use of a “report card” for vendors and continues to explore this option.

Objective C. Explore the use of technology to increase agency efficiencies in processes to realize cost savings.

Strategy 1. Explore requirements to upgrade AWARE to paperless system.

Progress: LRS has implemented the first stages of a paperless system and staff have the capabilities to attach documents in AWARE. Additional equipment will be needed to fully utilize a paperless system. Purchase of this equipment will be considered when necessary funding is received.

Strategy 2. Explore options to increase functionality of LRS staff in the community by utilizing Telework, new technologies, and complementary work processes.

Progress: LRS has considered options to allow counselors to fully work from outside/community locations but does not currently have the appropriate equipment to access the AWARE case management system and capture consumer’s signatures. Laptops, scanners and signature pads will be required. Signature pads have been tested to determine what will function best with AWARE.

Goal IV. Investigate the transfer Independent Living (IL) Program to the Louisiana Department of Health to align with the federal program transfer.

Strategy 1. Discuss with administration of the Louisiana Department of Health, LWC and stakeholders.

Progress: Discussions were held and it was decided that the Independent Living Program will remain with LWC at this time. The IL Centers and their stakeholders have an excellent relationship with LWC and are satisfied with the current placement.

EVALUATION AND REPORT OF PROGRESS FOR STANDARDS AND INDICATORS

Employment Outcomes

The Federal Performance Indicators were affected by 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.

• Reserve of 15% federal funds to provide Pre-ETS services.

  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.

  One thousand eight hundred and thirty-four (1,834) consumers exited the VR program having achieved an employment outcome in FY 2017. LRS had 2,346 consumers who exited the VR program in FY 2016 with a successful employment outcome. LRS saw a decrease in successful closures in 2017 as compared to 2016.

  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 5,668 consumer cases were closed after receiving services in FY 2017. Consumer’s cases closed as achieving an employment outcome was 1,834. Consumer success rate for FY 2017 was 32.36%. This is a decrease in the percentage with employment outcomes from the previous year.

  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 2017, 1,834 consumers exited the VR program in competitive, self-employment, or BEP employment having achieved an employment outcome; which resulted in 81.57% or 1,496 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 2017, 1,496 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 1,496 consumers 1,492 or 99.73% 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 2017 was $12.47, which is a ratio of .59 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 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 2017, 1,496 individuals exited the VR program in competitive, self-employment or BEP employment earning at least minimum wage. At application 331 or 22.12% reported their own income as the largest single source of support. At closure, this number increased to 1,401 or 93.62% for a positive difference of 71.52. 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 2017, Louisiana had 4,268 non-minorities exiting the VR program; 2,654 non-minorities received services, for a service rate was 62.18%. Minorities exiting the VR program equaled 4,992 with 3,014 minorities receiving services with a rate of 60.38%; this is a .971 ratio. 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 2017 (July 2016-1 July 2017) $2,205,035. SIF program funds were spent by LRS on 537 consumers who were successfully employed in that year. At the closing of the year, there were 151 consumers in open IPE’s being served. In 2018, two hundred (200) consumers have successfully been employed, with three hundred sixty-two cases in service status, with $1,250,555.75

spent to date.

Transportation Initiative: 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.

Recently, the Administration for Community Living (ACL) release guidelines showing how their funding could be used to match with USC 49 Federal Transportation Administration (FTA) funds requested from the federal partners. To maximize flexibility and improve transportation coordination, the Administration for Community Living (ACL) has clarified and publicized the ability of grantees to use Older Americans Act Title IIIB Supportive Services Funds to match to specific FTA programs.

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.

This bodes well for increased leverage for poorer, smaller, rural parishes in helping them serve our non-driving job-seekers.

Employment Initiatives: Throughout the regions in this state, LRS continues to focus on business engagements which focuses on connecting with various employers and thereby increasing employment outcomes with people with disabilities. Our Employment Specialists, REDS, and our Program Coordinator persists in educating employers on the advantages on hiring people with disabilities and the financial incentives such as the Work Opportunity Tax Credit Program (WOTC) that they may be able to receive. During Disability Awareness Month, (October) job fairs are held across the state which enables our consumers to make solid connections with employers that could lead to employment opportunities. Our Employment Specialist and REDS continue to provide job development/placement assistance to our consumers. This assistance may include direct job placement, job shadowing, work experience, on the job training, or custom solutions.

Four years ago, 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. The Program Coordinator continues to work closely with the Veterans personnel related to business engagement as employers often group veterans and people with disabilities as one group.

The Louisiana Rehabilitation Council also has an employment committee that focus on strategies used to increase business engagement as well as various approaches that we can use when working with our consumers to increase their own potential to employment. These committee members consist of Employment Specialists, HR managers from businesses, Representatives from Independent Living Council and former recipients of vocational rehabilitation services. The committee focuses on establishing best practice models to improve services and employment outcomes for LRS consumers.

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 2017, LRS received $1,163,021.25; this amount was a slight decrease from FY 2016’s $1,488,446.32 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.

Due Process: LRS had seven scheduled Fair Hearings during FY 2017. Of the seven fair hearing requests, three were resolved prior to the actual fair hearing; four (4) went to a fair hearing.

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.