Narrative: p. 1. A.

Goal 1: Stabilize the downward trend in new applicants to 390 in PY 2024.  This goal is ongoing and not yet complete.

The number of new applicants in PY-2018 reached 367.  In PY 2019 through PY 2020 the number of applicants was 269 and 284 respectively.  PY-2020 showed an increase in the number of applicants despite being a pandemic year.

1. Continue to stabilize the average number served per year per caseload from the current 104 cases per counselor through efforts to address cases stalled in status 24 without action and cases where contact has been lost and all reasonable efforts to reestablish contact has been done.

Large caseload sizes can be a disincentive to case finding. Historical data shows that caseload size reached a high of 127 cases per caseload in the VR program. RSB began redistricting to redistribute and clear caseloads, resulting in an equalization and reduction of the average caseload size. These efforts reduced caseload averages.  In PY-2019, the average caseload size was 82 cases per counselor.

2. Establish and implement minimum standards for frequency of client contact and measure that through regular and annual case reviews.

RSB has provided training and feedback via the Counselor Academy training, case reviews, and performance indicators to coincide with the implementation of minimum standards for frequency of contact.  Prior to implementation, the frequency of contact exceeding 6 months was at 20%.  Following implementation, the contact frequency beyond 6 months dropped to 2 percent by September of 2021.

3. Each district office will be responsible for analyzing where referrals are coming from and target outreach efforts to major stakeholders and other environments where blind or visually impaired would likely come into contact with and absent from the database.

RSB has provided the support of the recently implemented Client Recruitment Team whose charge is to increase the number of referrals and specifically applications into the VR Program.  This initiative is ongoing.

Goal 2: Improve employment outcomes to enhance economic stability and self-sufficiency for clients who exit the VR program.  This goal is ongoing and not yet complete.

In PY 2018, RSB had a total of 188 total successful VR case closures with an average hourly wage rate of $16.31 and an average annual wage rate of $27,205.65.  Moving into PY-2019, RSB successfully closed 189 cases with an average hourly wage of $16.39 and an annual wage of $26,529.98.  PY-20 saw RSB close 177 cases successfully employed citing an average hourly rate of $19.26 and annual averages of $30,531.59.

1. Continue the Counselor Academy training every two years to ensure that RSB staff receive continuous, up-to-date, job specific training and skills enhancement. 

RSB reinstated the Counselor Academy training in the fall of 2019 and has continued to hold these trainings twice a year to ensure that RSB staff receive continuous, up-to-date, job specific training and skills enhancement. 

2. Develop a counselor focus group to allow counselors to communicate and share information, solve problems, improve performance, build teamwork, and move projects forward. The focus groups will be led by the Vocational Rehabilitation Counselors and will have the RSB Director present to offer expertise and guidance as needed.

RSB developed a counselor focus group in PY-2020.

3. Continue to monitor and emphasize the data points of percent of new applicants who are unemployed at application and use of low incident placement strategies such as on-the-job training, supported employment, work experience, and targeted job placement.

RSB has a cooperative agreement with Missouri Division of Vocational Rehabilitation to jointly serve deaf-blind clients.  Rehabilitation Services for the Blind (RSB) joined in a pilot project with MVR, Department of Mental Health (DMH), and Community Rehabilitation Programs (CRP’s) to expand customized employment opportunities for Missourians with disabilities. 

4. Continue to emphasize learning appropriate alternative techniques of blindness critical to successful employment, such as orientation and mobility skills; alternative skills of blindness to access, store, and retrieve print information; and personal care skills.

The above listed blindness skills are deemed critical to the success of all of RSB’s blind and visually impaired clients.  RSB has continued to provide for training and support to staff that provide these alternative daily living skills.  This includes the Rehabilitation Teacher Focus Group.

5. Develop and improve coordination and collaboration with core partners and local Workforce Development Boards to braid services and assist clients in obtaining employment consistent with their strengths, resources, priorities, concerns, abilities, and capabilities.

RSB has a local District Supervisor attend all of the local Workforce Development Board meetings. RSB executive staff meet with MVR quarterly to identify opportunities to partner and/or enhance service provisions. RSB executive staff are involved with multiple WIOA committees, and has a representative on the MAWD (Missouri Association for Workforce Development). 

Partnerships with the job centers’ “Business Services” has allowed RSB to expand employer outreach and to attain local job market trends. RSB has partnered with Missouri Vocational Rehabilitation to have informational meetings with all job centers across the state on services offered and how to partner for common clients. 

6. Enhance employer engagement activities to increase employer services and recruiting, hiring, retaining, and promoting individuals with disabilities.

Job Development Specialists work closely with RSB staff and students to develop Work-Based Learning Experiences that align with their interests. Employers are encouraged to utilize current hiring practices with students, such as requiring an application and an interview before hiring. Students are provided training for the hiring and onboarding process.  RSB’s Job Development unit is developing a Virtual Job Club focused on employment related educational content and real-time job market information.  

Goal 3: Develop and streamline the VR service delivery system to maintain consistency with WIOA requirements and improve the quality, timeliness, and effectiveness in the provision of services.  This goal is ongoing and not yet complete.

1. Update administrative rule and continuously update policy manuals based on federal guidance and WIOA requirements.

The VR state administrative rule was updated in PY-21.  All staff were required to review the policy manual updates.  In addition, updates to the policy manual were made in PY-2019 and PY20-21 respectively.

2. Continue to update and provide high quality staff training and support on implementation of WIOA, effective case service processes, and skills necessary to ensure that personnel have a 21st century understanding of the evolving labor force and the needs of individuals with disabilities.

A new staff training and quality control position was created in FY 16 to meet the new training requirements.  This position created a new  staff orientation training, and coordinates training sessions to ensure personnel have a 21st century understanding of the evolving labor force. This position is also responsible for case reviews for adherence to federal and state requirements.

3. Continue to update and adjust the annual case record review process that allows for improved staff training based on case review findings, consistent and collaborative approaches to improving delivery systems, and continuous adherence to WIOA requirements.

The RSB established a three tier review process of District Supervisor’s monthly case reviews, Assistant Deputy Director’s monthly reviews, and finally, an annual review by the review team of administrative staff.   Each district office and reviewers participate in a debrief to discuss case review results. 

4. Enter into an agreement for State Wage Interchange System (SWIS) to access participating states wage record and employment verification information.

RSB is in the second year of this four year strategy and will continue to make progress. RSB has entered into an MOU with the Missouri Department of Labor to access the UI wage database.  RSB is evaluating the best options to begin using this wage data in the future. 

Goal 4: Increase the total number of individuals receiving pre-employment transition services to 247 in PY 2024.

In PY-2020 the total number of individuals receiving pre-employment transition services rose to 172, up from the 114 in PY-2019.  Due to the strategies below this number has continued to improve in PY-2021 and is expected to show improvement beyond PY-2021.  This goal is ongoing and not yet complete.

1. Expand training for District Supervisors, Counselors, and Pre-Employment Transition Staff on the resource guide and provision of transition services.

In PY 2020 the Transition Services Coordinator completed quarterly caseload reviews with the Vocational Rehabilitation Counselors and District Supervisors for all of the Students with a Disability.  This included training on the Pre-Employment Transition Guide and on areas of Pre-Employment Transition Services to increase awareness.

2. Expand the use of Work Based Learning Experiences for those clients in school by increasing the number of vendors as needed, training staff to more appropriately and consistently use Work Based Learning, and improving the vendors’ capacity to serve blind and visually impaired clients through RSB—provided materials.

Work-Based Learning Experiences are provided to get hands on training in a real world environment with compensation of at least minimum wage.  Training on the WBLE agreement and best practices is by the Transition Services Coordinator as part of the Counselor Academy, and additionally in the Counselor Focus Groups.

3. Expand client and family awareness of the opportunity for work experiences through use of the toolkit and related resources as early as possible, via Pre-Employment Transition staff and Counselors. 

Training on the WBLE agreement and best practices was provided by the Transition Services Coordinator as part of the Counselor Academy, and additionally in the Counselor Focus Groups.