Narrative: l. 3. A.

Goals outlined in section (2) align with the 2022 comprehensive statewide needs assessment (CSNA). The CSNA, completed in December 2021 outlined the following five priority areas:

Priority 1: Improving Employment Outcomes

In addition to the strategies included under priority area 1, priorities 2-5 below are also  anticipated to positively impact employment outcomes for VR participants. 

1.A. Raising expectations around employment for individuals with disabilities

Education to businesses, schools, families, and other stakeholders is an ongoing need. This strategy aligns closely with Indiana’s Employment First plan and efforts to improve competitive, integrated employment outcomes for Hoosiers with disabilities. BRS will identify specific strategies to promote increased expectations, such as further incorporation of the LifeCourse Framework in transition and pre-ets service delivery. Strategies 1.B. and 1.C. will also help to support improve expectations.

1.B. Increasing opportunities for work-based learning

Work based learning is one of the best tools we have for increasing employment outcomes, raising expectations, and improving skills of job seekers with disabilities. BRS will continue to ensure that both VR participants and pre-ets participants have access to work based learning opportunities including paid internships. Increased business engagement (1.C.) will also help to generate additional opportunities for work-based learning.

1.C. Improving employer engagement

BRS will continue to partner with the Department of Workforce Development and local workforce boards to expand business partnerships, and to support awareness and hiring events during both National Disability Awareness month in March and National Disability Employment Awareness Month in October each year. Additionally, BRS will explore strategies to better connect job seekers to openings through technology, and hold focus groups with VR field staff to assess how the BRS Business and Community Engagement Director can best support and collaborate with local staff. 

1.D. Increasing the quality of outcomes

BRS recognizes a need to implement strategies to improve VR participant employment wages, expand opportunities to new and diverse employment industries, and better promote and support participants in pursuing Career Pathways and postsecondary credentials. BRS has sought technical assistance from the VR Technical Assistance Center and will be prioritizing training on career pathways to VR staff in 2022. Many of the other priority areas and strategies included in this section will also support improved quality of outcomes, such as improved provider capacity and improved collaboration with partner organizations and agencies.

1.E. Enhancing counseling on benefits and work incentives

While BRS has a robust statewide benefits information network, areas of improvement have been identified. BRS will identify and implement strategies such as expansion of the benefits information network to include access to follow up services after placement to increase utilization of work incentives and address participant questions and concerns through various phases of their employment process.

Priority 2: Employment Service Provider Capacity

BRS will identify and implement strategies to improve provider capacity, such as review of rate structures, service definitions, and training processes, as well as opportunities to streamline administrative tasks and documentation requirements. The VR Employment Advisory Group will continue to be a forum for providing feedback, as well as quarterly meetings with INARF and quarterly meetings with Community Mental Health providers. VR participant feedback regarding employment services on VR participant satisfaction surveys will also be viewed and considered in the identification of best practices as well as areas for further improvement. 

Additionally, BRS will continue to support a training contract for providers and will seek opportunities for expansion of the coaching network, to ensure hands-on mentoring is available to new employment specialists and those needing to increase their skills in the provision of employment services to VR participants.

Priority 3: Collaboration

BRS has developed effective partnerships with several internal and external agencies and stakeholders, however efforts to further enhance collaboration with targeted partners has been identified as a need.

3A. Transition School to Work

BRS will revisit practices in transition school to work and collaboration with local schools with the goal of increasing the number of students who apply for VR services and who access pre-ets.

3B. Workforce Partners

BRS will seek opportunities to enhance collaboration with workforce partners and better leverage resources in serving mutual participants. BRS will identify and implement strategies such as increased presence of VR staff in Work One centers and the use of embedded staff to assist individuals in accessing services.

3C. State agency collaboration

BRS will continue to enhance collaboration with the Indiana Division of Mental Health and Addiction (DMHA), particularly targeted to the implementation of the evidenced based supported employment model, Individual Placement and Support (IPS). BRS and DMHA will jointly support IPS early adopter sites and ensure braided and sequenced funding supports the sustainability of these sites. DMHA and BRS will be evaluating data and outcomes of the early adopter sites, identify areas of improvement, and explore strategies for expansion and sustainability of IPS in Indiana.

Additionally, BRS will collaborate closely with the Indiana Bureau of Development Disability Services (BDDS) to implement strategies to promote competitive integrated employment for individuals employed at subminimum wage. BRS and BDDS will review data, review best practices, and identify opportunities to support 14(c) entities in transitioning individuals into competitive, integrated employment.

Priority 4: Reducing Order of Selection wait lists while sustaining VR staff capacity

BRS is targeting quarterly releases of eligible individuals from the order of selection wait list over the next few years. BRS will closely review both VR and provider staff capacity, as well as resource availability, to assess the pace at which individuals can be released. BRS will review data on each release regarding the percent of individuals who entered services in order to inform BRS regarding the timing and size of subsequent releases. As capacity gaps are identified, BRS will identify strategies to address these.

Priority 5: Underserved/Unserved Populations

BRS identified a need to improve services to individuals with mental health conditions when completing the prior needs assessment in 2019. Much focus on improving employment services and outcomes for individuals with mental health conditions has occurred over the past three years, including enhanced partnership with DMHA on the development of a taskforce, obtaining technical assistance from the DOL/ODEP, developing a web-based resource hub on employment and mental health, targeted training to VR and provider staff, and implementing IPS early adopter sites. These efforts have laid a foundation but further progress is needed to improve access to services that support employment as well as outcomes for participants with mental health conditions. Additional strategies will be identified and implemented such as further training, increased capacity of community mental health centers to provide VR employment services, and investigating options for expansion and sustainability of IPS. 

Strategies will also be identified to improve services to individuals with diverse needs, and individuals in racial and ethnic minority groups including individuals who are African American or Black and individuals who are Hispanic or Latino. This may include improve outreach and further enhancements to current diversity, equity and inclusion initiatives. Other priority areas and strategies outlined above, such as enhanced collaboration and capacity building with providers will also support better serving all VR participants, including those with diverse needs.