Narrative: p. 1. A.

Goal 1: ARS will meet performance accountability measures as outlined in WIOA.

Priorities: 

• ARS will monitor established performance accountability measures.
• ARS will provide career counseling to 14(c) program participants to meet Section 511 requirements.
• ARS will strengthen data verification procedures.

Goal 1: Evaluation and Progress

Priority 1: ARS will monitor established performance accountability measures.

ARS set the strategy to utilize all available data (supporting documents) to monitor performance outcomes. IWAGE was utilized to verify employment of clients.  ARS used direct unemployment insurance (UI) wage match using IWAGE (applies to status 26 and status 28 closures); federal or military employment records; paystubs; W2 or tax records; written verification using an agency form or a letter from the client, signed and dated from the client and counselor; verification using an agency out-of-state wage form; verification from the employer on letterhead with employment start date and justification; verification form for Self-Employment Income and Expenses. For MSG/Credential attainment counselors routinely obtained students' grades, copies of degrees attained, and progress reports to provide documentation for reporting purposes.

ARS set the strategy ARS Field staff will receive ongoing performance accountability measurement training. Performance accountability training was completed state-wide and is ongoing. This training helped reduce errors in the case management system to ensure more accurate reporting. A monitoring tool for all performance measures is in development and is anticipated to be in full production within this state plan period.

Priority 2: ARS will provide career counseling to 14(c) program participants to meet Section 511 requirements.

ACDC and the University of Arkansas hosted virtual sessions on career counseling and referral. Five-hundred-thirty-three individuals stated they wanted to go to work. CCIR individuals were referred to the ARS Field for services. The Field created a MS Team for real time updates on referrals. PPD&E Community Program Development took the lead on assuring the MS Team tools are utilized. There were 2,272 individuals who received CCIR.

Priority 3: ARS will strengthen data verification procedures.

ARS set the strategy the QA team will monitor and review randomly selected cases from specific categories for on-site review. During PY 20, ARS developed and implemented a monitoring tool utilized by the QA team to assist in determining whether performance accountability measure data entered in the case management system is accurate and complete.  Utilization of this tool will continue and be adjusted as necessary.

ARS set the strategy to train personnel on acceptable data verification criteria and documentation. Training is provided to personnel on acceptable data verification criteria and documentation.

ARS set the strategy to collaborate with DSB to establish consistent documentation practices for data verification. ARS and DSB jointly formed a data verification committee to write policy outlining acceptable data verification procedures and documentation.

Goal 2: ARS will provide pre-employment transition and transition services as outlined in WIOA.

Priorities

• ARS will expand and improve Pre-ETS.
• ARS will provide Pre-ETS and ensure students with employment and training goals are moved into Vocational Rehabilitation prior to the second semester of the senior year of high school.
• ARS will expand and improve Pre-ETS utilizing the resources at ACDC.  The new model focuses resources to serve students with disabilities to prepare and guide them toward achieving competitive integrated employment. 
• ARS will increase the number of Transition students that enter employment by having students work-ready upon graduation from high school or postsecondary training.

Goal 2: Evaluation and Progress

Priority 1: ARS will expand and improve Pre-ETS.

ARS set the strategy to create internships in competitive integrated settings that could lead to on-the-job training and/or job placement. The WOLF, WIN and vendor programs all support paid internships up to 40 hours per school year. As a result of the pandemic, only ten highs schools and two juvenile justice partners were able to participate. 

ARS set the strategy to identify industry recognized curriculums and train counselors to utilize it with students. This is a work in progress. There are several mechanisms of access to industry recognized credentials. ACDC is working closely with field services to integrate training and services that lead to credentials. Examples include Fayetteville and Alma high schools. 

ARS set the strategy to develop partnerships by contacting Special Education personnel in schools and by attending school board meetings. This is actively being done. Transition counselors routinely attend board meetings as well as parent planning meetings.

ARS set the strategy to create and implement marketing campaigns. Pre-ETS marketing efforts have been limited as a result of the COVID pandemic.  Those that did occur were virtual.

ARS set the strategy to create standards and benchmarks evaluation criteria for each core service for vendors, schools, and counselors to use in identifying the knowledge/skills/abilities gained by students in the program.  The standards and benchmarks evaluation criteria have been developed and incorporated into the Pre-ETS manual. Monthly report forms are utilized to evaluate student progress. 

ARS set the strategy to increase awareness of viable work options in the areas where students live. Because of the COVID pandemic this strategy was not addressed during PY 20. 

ARS set the strategy to create a peer mentorship program including mentoring with CILS.Because of the COVID pandemic this strategy was not addressed during PY 20. 

ARS set the strategy to create a Professional Advisors Learning Series (PALS) where professionals in a field provide hands-on demonstrations to students on the work in that field, offer job shadowing opportunities, and informational interviews on the job duties. Because of the COVID pandemic this strategy was not implemented during PY 20. 

ARS set the strategy to promote and track employment outcomes directly from Pre-ETS services. ARS is in the process of implementing new case management software that will allow tracking of employment outcomes directly from Pre-ETS services. The anticipated go-live date of the system is October 2022. 

Priority 2: ARS will provide Pre-ETS and ensure students with employment and training goals are moved into Vocational Rehabilitation prior to the second semester of the senior year of high school.

ARS is required to spend 15% of VR case services budget on Pre-ETS. This requirement is being met.

ARS set the strategy to direct students with disabilities into classes leading to certifications in Career and Technical Education and concurrent enrollment postsecondary training while in high school. This is being done routinely through ACDC programming. ACDC students are provided information regarding CTE classes and encouraged to participate.  High schools involved include Magnet Cove, Lake Hamilton, Cutter Morning Star, and Fountain Lake.

ARS is required to provide students in Pre-ETS with paid and unpaid work experiences. This is occurring in Pre-ETS through the OWL and WINS programs at participating programs.

ARS set the strategy to provide students participating in Pre-ETS with career portfolios upon exiting high school. Because of the COVID pandemic and associated staffing issues this strategy will be implemented at a later date.

ARS set the strategy to provide Pre-ETS core services internally or by utilizing external contractors. This is occurring but not all school districts have as many options. Where possible, ACDC provides internal core services to participating schools. 

ARS set the strategy to develop and implement a process for Pre-ETS students to become traditional VR services clients and monitor results. This is a work in progress. It is happening but needs to be streamlined. ARS recognizes it is an individual’s choice to apply for VR services.  An application to determine those clients who receive Pre-ETS services and then apply for VR service will be included as part of the new case management system.

Priority 3: ARS will expand and improve Pre-ETS utilizing the resources at ACDC.  The new model focuses resources to serve students with disabilities to prepare and guide them toward achieving competitive integrated employment. 

ACDC dedicated staff helped facilitate the creation of mentorship program working with juvenile justice clients and Pre-ETS students a pre-apprenticeship program for Pre-ETS students.

Priority 4: ARS will increase the number of Transition students that enter employment by having students work-ready upon graduation from high school or postsecondary training.

ARS set the strategy to develop and support apprenticeships for students prior to graduation. Pilots have been initiated and are showing success.

ARS set the strategy to increase credential attainments in high school by moving Pre-ETS-VR ready students to VR services prior to graduation. Pilots have been initiated and are showing success.

ARS set the strategy to develop and support on-the-job trainings/direct job placement and supported employment with businesses that have Pre-ETS internship sites. This is happening and is an integral part of OWL, WOLF, WIN, and ACDC Pre-ETS services.

Goal 3: ARS will create effective partnerships to advance employment for Arkansans with disabilities.

Priorities:

• ARS will focus on public and private sector employers and increase business and industry awareness of ARS’ services. 
• ARS will develop and strengthen partnerships with business, workforce development partners, economic development agencies, and community organizations to meet the needs of existing and new business customers.
• ARS will increase services provided to public and private sector employers by leveraging Stay-at-Work/Return-to-Work (SAW/RTW) programs to assist employers in keeping the employees with disabilities on the job.

Goal 3: Evaluation and Progress

Priority 1: ARS will focus on public and private sector employers and increase business and industry awareness of ARS’ services. 

ARS set the strategy to market to employers how ARS can be an effective resource as it relates to the hiring of individuals with disabilities and assisting them in remaining in the workforce. The Business Engagement Unit (BEU) addressed this strategy by using face-to-face contact as their primary source in communicating with customers; however, because of the pandemic contact was adjusted to phone and email to maintain customer relations. Virtual and drive through job fairs along with Chamber of Commerce business expo events were utilized. These efforts increased awareness and hiring. There were 1,159 personal visits and 2,829 phone contacts made.

ARS set the strategy to maintain its partnership with Disability:IN-Arkansas and assist in membership recruitment by leveraging partnerships with existing business customers. The 2020 face-to-face business summit was cancelled due to the pandemic; however, two virtual business summits in collaboration with Disability:IN-Arkansas and the Governor’s Council on Developmental Disabilities were held in the spring and fall of 2021. There were more than 250 attendees and 90 viewed the NDEAM Summit. This resulted in increased awareness of inclusion among Arkansas employers. In total 412 people attended both the business summit and NDEAM Summit.

ARS set the strategy to work with employers to identify opportunities for pre-apprenticeship, Registered Apprenticeship, and On-the-Job programs. This strategy is ongoing with options remaining available through ACDC and Registered Apprenticeship Providers. Greater emphasis on this will become a part of the SASS program provided by ACDC.

Priority 2: ARS will develop and strengthen partnerships with business, workforce development partners, economic development agencies, and community organizations to meet the needs of existing and new business customers.

ARS set a strategy to utilize state agency transformation to expand relationships with partner agencies within the Department of Commerce. Prior to the COVID pandemic, the BEU was involved with WIOA partnerships consisting of monthly partner meetings, and bi-annual workforce partner summits. Because of COVID ARS and other partners were limited to virtual state-wide partners meeting in April 2021.

ARS set a strategy to advance relationships with other WIOA partners at both the state and local levels. The BEU continued its efforts to collaborate with other WIOA stakeholders through scheduled meetings, events, and partnership opportunities. The BEU increased collaboration education of partner services in expansion of employment opportunities for ARS clients.

Field managers are members of local WIOA boards. ARS provided presentations of available services to partners. Senior management is part of the Executive Board. To increase wrap-around services and reduce duplication of services, ARS has co-located with other Workforce Services partners in Jonesboro, Hot Springs, Searcy, and Harrison with plans underway to do the same with other field offices when opportunities allow. 

ARS set the strategy to conduct joint business service team meetings with all Workforce Development Boards. This strategy remains ongoing but limited because of the pandemic.  Prior to COVID, ARS representatives attended meetings in person but now only attend virtually.

ARS set the strategy to develop products and services that meet individual business customer needs. ARS will utilize results of the comprehensive statewide needs assessment conducted in PY 21 to address this strategy.

ARS set the strategy to work with local workforce boards to identify local in-demand occupations. BEU staff attend monthly meetings of WIOA partners, Chambers of Commerce and business partner events to help determine local/regional labor market information and sector strategies communicating finds to ARS Counselors and clients. 

ARS set the strategy to work with business and industry to establish on-the-job training, work-based learning opportunities, and apprenticeships. Initial training for apprenticeships and OJT were completed in fall 2019. However, the 2020 pandemic impacted the BEU’s ability to pursue and implement this initiative with business customers. The BEU is revisiting this service and plan to offer it to our customers.

Priority 3: ARS will increase services provided to public and private sector employers by leveraging Stay-at-Work/Return-to-Work (SAW/RTW) programs to assist employers in keeping the employees with disabilities on the job.

ARS set a strategy to increase overall number of SAW/RTW and Job Retention clients. With the pandemic still in place many civic and industry liaison groups are still not allowing individuals to present to them in person or are not meeting at all. This has hampered the ability to market SAW/RTW to employers across the state. With that ARS has increased SAW/RTW case closures from 0 in 2019 to 9 in 2020 and maintained at 9 in 2021. ARS served 65 total clients for job retention in 2021 compared to 72 in 2020.

ARS set a strategy to increase the number of employer referrals for SAW/RTW. ARS increased the number of employers served in 2021 to 43 from 35 in 2020. Access and Accommodations currently has the largest number of active cases from outside employers with 14.

A final strategy set was to incorporate SAW/RTW services when business engagement staff interacts with businesses. There have been no client referrals from business engagement staff this reporting period. SAW/RTW staff have been included in three business engagement meetings and two employer meetings facilitated by business engagement in this reporting period.

Goal 4: ARS will increase effectiveness and efficiency of service delivery.

Priorities: 

• ARS will determine effective methods to serve the underserved/unserved populations.
• ARS will strengthen relationships with WIOA partners and business and industry.
• ARS will improve service delivery to job seekers and businesses by consistently providing services that meet individual needs.
• Staff will receive comprehensive training to improve service delivery.
• ARS will ensure clients have access to assistive technology services by evaluating the need for assistive technology throughout the rehabilitation process, and by making the proper referrals when assistive technology is appropriate.

Goal 4: Evaluation and Progress

Priority 1: ARS will determine effective methods to serve the underserved/unserved populations.

ARS set the strategy to work with WIOA partners to establish a common intake process that streamlines client application for services across partner programs. ARS and other WIOA partners are currently working on an IT solution to implement a common intake process.  The anticipated completion of the project is unknown.

ARS set the strategy to collaborate with WIOA partners’ field staff statewide to provide information and awareness about vocational rehabilitation services. ARS field managers are members of local WIOA boards and provided presentations about available services to other core agencies. To increase wrap-around services and reduce duplication of services ARS has co-located with other Workforce Services partners in Jonesboro, Hot Springs, Searcy, and Harrison with plans underway to do the same with other field offices when opportunities allow. 

ARS set a strategy to host partners’ training conferences to provide education and resources available for potential clients. This routinely occurs through the ACDC SASS program. All participants are referred to DWS and Adult Education for comparable benefits. ARS participated in WIOA core partners state-wide meetings in April and September 2021.

ARS set the strategy to partner with local Hispanic and Marshallese communities to increase awareness and availability of services. This action is still in progress. Regions are in the process of establishing itinerary points for applicable populations.  

ARS set the strategy to collaborate with other partners to more effectively reach the deaf/hard of hearing community. This action is ongoing. In PY 20 ARS participated in a Job Fair at the Arkansas School for the Deaf. 

ARS set the strategy to partner with Centers for Independent Living to provide information about ARS services in the geographically underserved areas. This action is still in progress. ARS assigned counselors to serve as liaisons with the CILS and partnered with CILS across the state in resource fairs. ARS utilizes the CILS to provide information to Pre-ETS regarding Social Security benefits. 

ARS set a strategy to provide training on special populations to include those with serious mental illness and autism spectrum disorders. Because of COVID this strategy was not addressed in PY 20.  ARS anticipates utilizing the Arkansas Rehabilitation Association, UALR, UAMS, and Partners for Inclusive Communities to provide such training in the future.  

Priority 2: ARS will strengthen relationships with WIOA partners and business and industry.

ARS set the strategy to participate in business and industry Expo/Chamber events with other workforce partners. Prior to Covid, the BEU participated in these events in person, but they continue virtually to maintain relationships with workforce partners. EXPO/Chamber and workforce partners meetings were completed which promotes sustained and productive collaborations. Field managers participated in local business expos and job fairs.

ARS set a strategy to participate in monthly “Core Four” partner’s meetings with other WIOA partners. Core-Four partner meetings were not consistently held across the state. The outcome of this strategy was to engage WIOA partners and expand Core Four relationships. This is ongoing.

ARS set the strategy to seek opportunities for rehab area managers and counselors to collaborate with BEU staff through joint business customer visits to meet employer needs. Because of COVID activities around this strategy did not occur.  ARS anticipates reinstituting such activities once the pandemic subsides.

ARS set the strategy for rehab area managers to access local workforce board funding and resources to utilize as a similar benefit in service delivery. This is remains ongoing. Field managers are members of local WIOA boards and attend meetings to determine programs funded at the local level.  Information is passed on the Counselors as a resource for similar benefits.

ARS set the strategy to conduct partner meetings with educational training providers on a quarterly basis to foster stronger relationships. Because of COVID, educational providers were able to be invited to monthly regional area manager meetings and local field office staff meetings on a limited basis with the majority attending virtually. 

Priority 3: ARS will improve service delivery to job seekers and businesses by consistently providing services that meet individual needs.

ARS set the strategy to develop and implement a Job Club initiative and collaborate with counselors to support clients in honing soft skills to enhance job readiness. There were 354 referrals made to job club in PY20; 115 attended and 67 completed the job clubs either virtually or in-person. There were 38 participants who received direct job placement assistance through job club. Clients attended from all regions of the state with the highest concentrations in Little Rock and Fayetteville.

ARS set the strategy to assist counselors and clients in IPE development by providing local labor market information and regional sector strategies. The BEU is providing ongoing labor market information to VR counselors when available regarding employment vacancies and trends. LMI assists VR counselors in guiding ARS clients in career choices to promote the achieving of WIOA employment standards. There were 453 referrals.

ARS set the strategy to train counselors to determine when referral for job recruitment is appropriate. The BEU provided job readiness training to all VR staff to promote achieving competitive integrated employment for ARS clients. As a result of the combined efforts of VR counselors and Business Engagement Representative in 2020-2021, 205 ARS clients achieved employment.

ARS set the strategy to develop career pathways with input from private industries and educational training providers in the state. ARS developed a model for career pathways for healthcare, logistics, and manufacturing with input from DWS and the local boards; however, funding for implementation of the complete plan was not approved. ARS can support the pathways as offered throughout the State in existing educational institutions.

Priority 4: Staff will receive comprehensive training to improve service delivery.

ARS set the strategy to train field personnel on apprenticeships/pre-apprenticeships, on-the-job training opportunities, and paid work experiences available for students and youth. The BEU took no action. ACDC provided presentations and training on accessing registered apprenticeship. The process is on-going.

Priority 5: ARS will ensure clients have access to assistive technology services by evaluating the need for assistive technology throughout the rehabilitation process, and by making the proper referrals when assistive technology is appropriate.

Access and Accommodations set the strategy to make the assistive technology/AT@Work referral available in the CMS at the time of intake, plan development, placement, and post-   employment checks. ARS is currently in the middle of transitioning to a new CMS. The referral will be available once the new system is fully implemented. This strategy is delayed until the CMS is implemented. This is ongoing.

Access and Accommodations also set the strategy to train staff on the assistive technology services available to clients. Access and Accommodations staff presented to field offices across the state and have participated in two conferences in which a large portion of ARS staff are present. This will continue to be an ongoing process. This is ongoing.

Finally, Access and Accommodation set the strategy to make application forms for various community service programs dealing with assistive technology available in the CMS. ARS is currently in the middle of transitioning to a new CMS. The referral will be available once the new system is fully implemented. This strategy is delayed until the CMS is implemented. This is ongoing.

Goal 5: ARS will increase the utilization of Community Rehabilitation and Supported Employment providers to achieve employment outcomes.

Priorities: 

• ARS will increase the effectiveness of current and new external Employment/Supported Employment providers.
• ARS will expand the availability of community employment providers and partner services that meet the needs of Arkansans with disabilities, including those requiring supported employment.
• ARS will transform ACTI to a new service delivery model, ACDC. This model focuses as a hub for training and services to support VR consumers and/or students with disabilities to successfully reach the milestones of their individual plans for employment.

Goal 5: Evaluation and Progress

Priority 1: ARS will increase the effectiveness of current and new external Employment/Supported Employment providers.

ARS set the strategy to target individuals with the most significant disabilities to provide customized employment, supported employment, and other individualized services. This action is still in progress. ARS is partnering with SE vendors to serve 511 clients.

ARS set the strategy to collaborate with qualified vendors, community partners, and employers to expand supported employment initiatives. The agency provides ongoing training for vendors that partner with the agency to provide job placement assistance, supported employment services, career counseling, and customized employment. A Business Engagement Representatives is assigned to each region or field office to build relationships with employers in the community and serve as liaisons for connecting clients to employers. Field Staff are trained to utilize tools such as the Labor Market Index to assist clients with identifying a vocational goal and exploring that goal for the purpose of providing VR services and assisting the client with necessary training leading to competitive employment. The Covid-19 pandemic has been the biggest challenge for the agency for employment and it correlates to the increased rates of unemployment due to safety and the decrease in employers.

ARS:

• Participated on a radio show for outreach.
• Created online YouTube training related to ARS External Employment Services for providers and ARS staff.
• Created an External Employment Services Provider manual for qualified vendors.

In addition, Community Rehabilitation Program staff received training opportunities about ARS requirements and forms.

ARS set the strategy to continue to partner with other state agencies to provide collaborative services to individuals with the most significant disabilities. This is ongoing. ARS participates in partner meetings with DDS and Adult Education to determine collaborative ways to streamline delivery across multiple WIOA partners to serve individuals with the most significant disabilities.

ARS partnered with the Department of Human Services Medicaid, developmental Disabilities Services, and Division of Adult, Aging, and Behavioral Health Services, and the Division of Medical Services to connect with the Provider-led Arkansas Shared Savings (PASSE). The PASSE is a managed care organization for Medicaid Waiver Services. The goal was to build the PASSE’s to prioritize Community Employment Services. ARS had two meetings with the PASSEs educating them on individuals with behavioral health disabilities and work as part of recovery. The meetings were held virtually due to the COVID pandemic.

ARS participated on the Children and Youth with Sensory and other disabilities (CAYSI), Division of Elementary and Secondary Education (DESE), Special Education Unit, Deaf Blind Transition Interagency Team enhancing opportunities for Deaf/Blind individuals (transition students and adults) to seek Supported Employment. The list of team members is: AR School for the Deaf, Arkansas School for the Blind, AR Dept of Blind, Arkansas Dept of Education, Division of Services for the Blind, Arkansas Deaf/Blind Community, AR National Federation for the Blind, AR Dept of Human Services/Development Disabilities Services, Arkansas Rehabilitation Services, Department of Workforce Services/Veteran Affairs, World Services for the Blind, South Central Helen Keller National Center, Goodwill, Community Advocates. CAYSI began a Pilot Program in PY2020 to establish policies, procedures, and processes. ARS and DSB have created a dual process. ARS provided opportunities for VR counselors and Community Rehabilitation Programs to receive free trainings from the Helen Keller National Center.

ARS updated a Memorandum of Understanding and pursued signatures with the Division of State Services for the Blind, Arkansas Department of Human Services, through the Division of Developmental Disabilities Services, which is responsible for administering the Home and Community-Based Services program; the Division of Adult, Aging, and Behavioral Health Services; and the Division of Medical Services; Arkansas Department of Education, Division of Elementary and Secondary Education, Special Education; and Arkansas Division of Workforce Services. The Department of Human Services agencies have not signed the updated MOU despite multiple attempts including outreach by the ARS Commissioner.

Priority 2: ARS will expand the availability of community employment providers and partner services that meet the needs of Arkansans with disabilities, including those requiring supported employment.

ARS set the strategy to develop a community employment advisory committee.

ARS assisted Summit Community Care, a PASSE, and its community initiative for outreach to employment vendors. ARS participated with Summit Community Care to develop a cadre of providers for training on Employment First and to participate in the APSE Arkansas Regional Collaborative monthly meeting and a quarterly meeting in employment support development.

ARS set the strategy to develop partnership resources with other state agencies, provider associations and advocacy organizations to expand employment opportunities, transportation access, funding for extended services, and/or wrap around services for individuals not on Medicaid waiver.

ARS assisted Summit Community Care and the National APSE with outreach to providers for their Community Initiative of Employment First Bootcamp and the employment monthly meetings. A Summit Community Care contractor developed updated professional development webinars on employment services held in November and December 2021. The webinars are continuing in FY2022.

Priority 3: ARS will transform ACTI to a new service delivery model, ACDC. This model focuses as a hub for training and services to support VR consumers and/or students with disabilities to successfully reach the milestones of their individual plans for employment. 

ACDC set the strategy to address Career and Technical Education training programs to meet the needs of students and labor market demands. ACDC narrowed the focus of CTE programming and continues to develop options in conjunction with educational services cooperatives. There were eight programs with 48 students enrolled and 43 who completed.

ACDC set the strategy to address pre-apprenticeship training programs to facilitate placement in USDOL approved registered apprenticeship programs. Pilots were completed. ACDC worked with the NW Arkansas regional office, NATF, and Fayetteville High School to provide Certified Nursing Pre- and Registered Apprenticeships. There were 17 participants who completed the CNA program and eight who completed the area grant program.

ACDC set the strategy to address pre-employment transition and career development services to assist students in transitioning to postsecondary education and employment. This continues to be an option for students on the ACDC campus in Hot Springs and those served in the community. There are 187 currently enrolled in training targeted for placement in registered apprenticeships.

ACDC set the strategy to address talent development for pre-ETS and Transition customers. OSHA, ServSafe, Guest Services training are available for all students with disabilities served by ARS.

ACDC set the strategy to address co-developing programming with Field Services to assist students in achieving career goals including identifying needed accommodations in postsecondary education and employment. Initial stages of development are completed for the SASS Program. To date there are over 60 students with disabilities receiving services primarily targeted for those attending two-year colleges.

ACDC set the strategy to address to obtain resources to support direct and facilitated provision of training and vocational rehabilitation services at the central location in Hot Springs and with partners across the state. This is a work in progress. Efforts are underway to develop contracts to partner with Educational Service Cooperatives to facilitate CTE/WBL to students with disabilities while still in high school.

ACDC set the strategy to address to develop a new plan for marketing and branding the new program model. This is a work in progress. Currently, ACDC is working with ARS Communications on a final product.

Outreach: Strategy

ARS provides outreach activities to individuals from minority backgrounds, individuals with the most significant disabilities, and others who are unserved or underserved. For PY 2018, ARS’ focus is to provide training to improve outreach activities, and to utilize its network of CRPs to identify individuals with disabilities who are minorities and/or have the most significant disability. These individuals, who because of rural living, a lack of transportation, or English as a second language, can be referred to ARS and other support service networks needed to reach employment.

Outreach: Evaluation and Progress

ARS:

• Implemented training for counselors and professional assessment staff to learn the cultural values of the state’s Hispanic community and ways to break down cultural and language barriers to accessing VR services.
• Worked with the state’s Hispanic transition clients to encourage them to consider VR counseling as a career. 
• Developed alternative strategies including use of virtual technology to connect with the Hispanic and Marshallese communities.
• Continued to partner with the Centers for Independent Living to provide awareness about ARS’ services for individuals with disabilities.  
• Continued to work with WIOA partners to more effectively provide services to individuals with disabilities throughout the state.