Narrative: p. 1. A.

The following summarizes LRS’ objectives/goals and the progress that has been made toward reaching them for PY 2022. 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 PY 2022.

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

Progress: LRS quality assurance staff randomly selected and reviewed 228 consumer service records during the 2021 review cycle (January 1, 2021, through December 31, 2021). 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 94.8% (>90% is considered “Satisfactory”) for the 2021 review cycle. This compliance rating represents a decrease (.6%) from the 2020 review year which was measured at 95.4%. The sample size for the 2021 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 2021 review cycle for casework documentation compliance measured by the monitoring form. Regional scores ranged from 90% to 98%. Corrective action recommendations resulting from QA monitoring activities for the 2021 review year have been implemented. The QA-1 monitoring form was revised to incorporate changes in LRS guidelines implemented over the past 12 months.

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

Progress: Telework employment opportunities have increased since March of 2020 due to accommodations made by employers in response to the pandemic.  While there is no certainty that the remote jobs being posted will be one of permanence, LRS Rehabilitation Employment Development Specialists (REDS) inquire about remote jobs if their consumer is a good fit for such positions.   Currently, there are a number of various positions such as Customer Account Specialist, Clinical Care Coordinator, Health Insurance Navigator, Remote Call Center Representative, CSR, Service Representative, and Virtual Order Taking Specialist at companies such as TSD Global, Ochsner Health, Cox Communications, Central LA Area Health Education Center, and BHS.

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, 163 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-Employment Transition Services 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-Employment Transition Services counselors and CRPs 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: The state-approved list of assistive technology and rehabilitation technology providers/vendors is being updated, re-organized, and reformatted using hyperlinks and URL addresses to access technical and clinical references and websites for Counselors and Administrators, and referral forms made available to the regional offices.  Four new clinic-based rehabilitation providers have been added to provide mobility and transportation assessments and specifications to allow mobility impaired workers to access public and private transportation options while using a wheeled mobility system for their daily use.

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

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

Strategy 8. Ensure LRS office buildings are 504 compliant.

Progress: The Louisiana Workforce Commission (LWC) Equal Employment Officer is the point-of-contact for issues related to Section .504 and .508 of Americans with Disabilities Act as Amended (ADAA) and Uniform Federal Access Standards (UFAS).  LRS’ ADA Program Coordinator assisted in providing technical assistance (TA) to the LWC Jobs mobile computer laboratory operations manager, which included access and egress, and computer workstations on board the mobile lab.

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

Progress: The Rehabilitation Employment Development Specialists and Employment Initiatives Program Coordinator participate in Job Fairs, Society of Human Resource Managers, Mayor’s Commission on Disability, Business Service, Re-entry meetings and Chamber of Commerce meetings.  The REDS meet various employers weekly; and, along with the Employment Initiatives Program Coordinator, participate in virtual and in-person job fairs to gather information about employment opportunities.

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 results of the most recently conducted Comprehensive Statewide Needs Assessment are in section (J) Statewide Assessment above.  The results of this assessment are being used to target areas of outreach. 

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

Progress: The Louisiana Department of Transportation Development (DOTD) has re-established the Statewide Human Services Transportation Stakeholders Planning efforts. An LRS Program Coordinator serves on this multi-agency workgroup intended to provide improved coordination, inclusion, and connectivity between urban, rural fixed-route, and on-demand transit services statewide. DOTD will survey planners, providers, and passengers of the public transportation systems. Results from the survey will be used in planning systems improvements.

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

Progress: LRS has a fee-for-service agreement with Southeastern Louisiana University, Nicholls State University, University of Lafayette, Baton Rouge Community College, Bossier Parish Community College, and the LSU Human Development Center to provide services to autistic and developmental/intellectual disability populations.  LRS also has thirteen (13) Third Party Cooperative Arrangements with Local Education Associations (LEAs) throughout the state to provide Pre-Employment services to students in transition. 

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.

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

Progress: LRS has developed fee-for-service agreements with Southeastern Louisiana University, Nicholls State University, University of Lafayette, Baton Rouge Community College, Bossier Parish Community College, and the LSU Human Development Center 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: LRS will continue to work with the Workforce Investment Council to explore this further. 

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 renewing the 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 Counselors provide information and referrals to individuals employed in Sheltered Employment to offer the opportunity to pursue competitive integrated employment. Whenever an individual or his or her representative informs LRS of their desire to obtain employment, an application for VR services is completed. If it is determined that the individual can benefit from VR services and an IPE is developed to provide necessary services for the achievement of an employment outcome. In the instance that an individual refuses services or is determined ineligible, a referral is made to other appropriate agencies for community-based services.

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: Students with disabilities were surveyed to determine needs and the results are being used to assist with strategies, outreach, and activities. Please refer to Section j. “Statewide Assessment” for results from the most recently conducted comprehensive statewide needs assessment. 

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 the most recent program year, we began reimbursing registration fees for Randolph-Sheppard Managers who attend the National BLAST or Sagebrush conferences.  Since the beginning of the COVID-19 pandemic in March 2020, the National Federation of the Blind and Randolph-Sheppard Vendors of America have conducted their conferences and training in a virtual environment utilizing ZOOM™ or similar technology.  Since most of these conferences/trainings were offered free of charge, a concerted effort was made to forward all available offerings from national organizations to each blind vendor in the state.

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.

The Randolph-Sheppard Program was able to make some progress concerning merging locations; however, these efforts were severely hampered by the onset of the COVID-19 pandemic.  The least affected locations were the postal processing centers, the vending machines at chemical plants, and the Federal City Marine headquarters. Most of our vending counters have re-opened; however, profitability has been a challenge with many of the facilities having no more than 30% of the population on location.

During the year, we combined the vending locations at the Shreveport Police Station and the Bossier Parish Courthouse.  This resulted in an increase of over 37% in the manager’s earnings.

In an effort to increase Randolph-Sheppard Manager income at existing facilities, we have worked to improve product selection by upgrading equipment at multiple locations, including the Chabert Medical Center and the Mineral Management Building locations.

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 staff in order to increase their efficiency in service provision through PY 2022.

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

Progress: All upgrades were implemented through PY2020 to correlate with the state and federal guidelines. All staff were trained on the changes in AWARE and were instructed on the information needed to address these changes. Supervisors were given instructions on monitoring the new information and changes in AWARE. During the New Counselor Academy, the new Counseling staff were trained on various functions of AWARE including layouts, reports, activities due, and other case management tools to assist with managing timelines and case flow. Special attention was given to measurable skills gains, credentials, and educational goals.

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 LRS provides, and cross training when applicable. 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 provides in-person training, live video training, video-recorded training, and archived training to accommodate staff needs. In-person training is a very effective training method that allows staff to communicate with state office personnel and to relay field concerns. Each region faces a variety of obstacles that differ from region to region. Video training has allowed more flexibility to reach staff across the state on a more frequent basis without requiring state travel. Archived video training is a vital resource for staff having scheduling conflicts who are not able to attend live video training or want to refresh themselves on methods or procedures. Having a variety of training methods has allowed LRS to reach more staff in various ways to communicate the necessary information.

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

Progress: Professional staff are encouraged to complete their Master’s Degree and are provided with information on Colleges and Universities that offer scholarships. In PY 2020, we had one Rehabilitation Counselor complete her Master’s Degree through the University of Massachusetts in Boston. New Rehabilitation Counselors have expressed interest in obtaining their Master’s Degree once they become more familiar with the VR process and more comfortable with their job duties.

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

Progress:  Staff are offered numerous opportunities to attend conferences and trainings to improve competencies and skills. Most of these were held virtually during 2020 due to the pandemic.  Staff are encouraged to submit any training request they find on their own that they wish to participate to the training department for consideration. Job related trainings are highly encouraged to enhance skills and knowledge about disabilities. Continuing education units can be provided by LRS for internal training events to assist staff with maintaining certifications. We encourage staff to assist with hosting interns to provide insight and ground level training to potential recruits.

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

Progress: Staff are provided training materials via recording, in braille, or in other alternate formats 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 PY 2020.

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

Progress:  LRS Counselors utilize LWC’s HIRE database to assist consumers in locating employment.  In addition, the State Wage Interchange System Agreement is used to allow LRS access to wages of consumers working out of state in order to report successful outcomes.  The AWARE system updates improve the collection of performance data.  In 2021, the Ticket Tracker System became available to LRS giving staff another means of accessing wages for those consumers that receive SSI or SSDI.  LRS continues to look at more innovative ways to conduct activities more efficiently. 

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 Program Year 2020, LRS served 1026 consumers with SIF funds and spent the total amount allotted of $2,511,737.  Quarterly reports are made to the SIF Board. In 2018 the Louisiana legislature approved the Second Injury Fund authorization bill and moved to remove the “sunset rule” that would have ended in 2020.

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 thirteen (13) 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: All LRS Rehabilitation Counselors are trained 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 Employment Development Program Coordinator works closely with counterparts of the state’s Veterans program, and Apprenticeship programs.  Dependent upon a consumer’s chosen occupation, LRS staff encourage participation in Registered Apprenticeships as skills are learned through a structured program of supervised on-the-job training for 2,000 hours and involves the development of manual, mechanical, and technical skills broad enough to be applicable in like occupations in the industry.

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 PY 2020.

Strategy 1. Monitor and evaluate CRPs through a Regional Biennial 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 renewal was completed. Non- compliant vendors were required to take corrective action prior to renewal.  CRPs are continuously monitored at the regional level for quality performance as quality indicators must be met prior to payment for services. In an effort to make the renewal process more manageable in consideration of the number of vendors to LRS staff, the renewal process was changed from every three (3) years to every two (2) years. LRS serves eight (8) regions across the state. Regions assigned odd numbers (1,3,5 and 7) renew in years ending in odd numbers (e.g. 2021, 2023, 2025, etc.) and regions assigned even numbers (2,4,6, and 8) renew in years ending in even numbers (e.g. 2022, 2024, 2026, etc.)

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: Most CRPs are paid on a fee-for-service basis.  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 a survey instrument.

Progress: Because this annual performance measure was removed from LWC's Operational Plan in 2019, the last survey was completed in SFY 2018 and indicated an approval rating of 75% 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 individuals who are veterans, mentally ill, previously incarcerated, 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.  Since the enactment of the Workforce Innovation and Opportunity Act, LRS has been working diligently to expand opportunities to provide Pre-Employment Transition Services to youth with disabilities. Additionally, in PY2020 LRS Administrative Staff participated in webinars and trainings in collaboration with staff from the Office of Behavioral Health in preparation for the implementation of Individual Placement Services (IPS) to individuals with behavioral health issues. 

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; however, the decision was made not to pursue this effort as the agency does not have the ability to create and maintain a report card and make it publicly accessible.  

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

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

Progress: LRS has implemented the option to sign documents in AWARE electronically to assist consumers to complete paperwork during the pandemic. LRS also purchased digital signature pads for counselors to assist in becoming more paperless.

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

Progress: In 2020, LRS staff received new laptops, signature pads, and ZOOM™ accounts to assist them in providing virtual services during the pandemic. These greatly aided the counselors and consumers in continuing services while offices were closed to the public.  It also enabled Counselors to telework when needed.