Narrative: p. 1. B.

Goal 1: Highest Client Achievement

Strategy 1.1: Secure opportunities for students and youth with disabilities to practice and improve workplace skills.

Pre-employment Transition Services (Pre-ETS) are included in the current VR contracts. By including these services, FDBS provides students and youth with disabilities opportunities to participate in work-based learning experiences, apprenticeships, and internships to improve workplace skills.

Strategy 1.2: Ensure clients participating in training and education programs are benefiting.

FDBS collaborates with CareerSource Florida and the Division of Public Schools to provide opportunities for training, education, and workplace activities. The agreement between FDBS, Division of Public Schools, and Division of Vocational Rehabilitation outlines details of these activities. CRPs must complete a Comprehensive Functional Assessment (CFA) on all clients receiving services under their contract. CFAs establish baseline skill levels and track functional gains/progress towards the client’s goals. CRPs must complete CFAs within sixty (60) days from the date of eligibility determination for each client.

Strategy 1.3: Increase utilization of online job systems/portals to expose employers to job-ready FDBS consumers.

Division staff train employees who provide VR services on how to use the TAP throughout the state. A monthly report captures the utilization of the TAP for tracking purposes. FDBS coordinates with the Abilities Work staff to increase employer relationships and placements, such as connecting employers referred by the Abilities Work help desk to the clients who are job-ready.

Strategy 1.4: Encourage and track industry certifications, apprenticeships, post-secondary outcomes/impacts, and explore expanded employment opportunities.

FDBS tracks industry certifications, apprenticeships (newer initiative), and post-secondary outcomes via the Aware case management system. The Business Enterprise Program (BEP) tracks continuing education units, food manager certifications, and vendor licenses. Counselors encourage clients to explore expanded employment opportunities and focus on career pathways for sustainable employment.

Strategy 1.5: Develop and implement an Employment Skills Training Program at the Residential Rehabilitation Center.

A team of professional staff determined the PEP Model, developed by Dr. Karen Wolffe best meets the needs of FDBS’s clients ages 14 to adulthood. The purpose of this program is to increase the number of blind and visually impaired individuals preparing to enter competitive integrated employment. The program achieves this through highly comprehensive and coordinated vocational rehabilitation services provided at the RC. These services include, but are not limited to, pre-employment training, career counseling, job readiness training, work experience opportunities, job shadowing, advocacy, self-awareness, and exposure to post-employment. The program is unique in that it establishes an action plan and follow-up for each client that involves the client, home-based counselors, and RC staff. The PEP at the Rehabilitation Center began in 2016. The RC conducts classes quarterly to increase the employment rate for visually impaired youth and adults. There were three PEP graduates in 2020 and three graduates in 2021. Of which, two are currently employed, one is in a work experience, and two are actively seeking employment.

Goal 2: Seamless Articulation & Maximum Access

Strategy 2.1: Increase the provision of accessibility tools, awareness, and regular follow-up withconsumers to ensure equality in educational experiences and vocational opportunities.

FDBS strengthened its relationship with the Lighthouses to ensure appropriate and client-specific assistive technology is consistent with the needs of all clients and the IPE reflects this need. The FDBS monitors contracts with the Lighthouses and solicits client feedback via satisfaction surveys.

Strategy 2.2: Implement a comprehensive communication and outreach plan.

FDBS began the development of a comprehensive communication and outreach plan. Due to vacancies in key positions, the plan is not complete. Key staff are in place to accomplish this goal, which remains in the active strategic plan.  The communications section uses data from the CSNA to create marketing strategies that reach underserved and unserved populations.

Strategy 2.3: Increase the number of individuals with significant and most significant disabilities receiving services.

FDBS served 1,380 individuals with significant and most significant disabilities. This represents an increase of six from the prior year.

Figure 10.07Clients Served by Service Category

Strategy 2.4: Increase outreach services to underserved and unserved populations.

Each district identifies the unique underserved populations in their area. Each month, district staff target the identified unserved and underserved populations to increase services to consumers who fall in these categories. The District Administrators maintain a log of activities related to underserved populations and include this data in the monthly report submitted to the Program Administrator (PA). Outreach activities are included in the monthly report submitted to the PA who tracks this data and maintains a record for statewide analysis. The chart below depicts an increase in the number of clients served in all minority categories except Native Hawaiian/Pacific Islander.

Figure 10.08Change in Number of Clients Served in Minority Groups

 Strategy 2.5: Ensure client IPE goals are consistent with transportation resources.
FDBS created a list of transportation vendors based on feedback from each district office. Local district staff updates the list to ensure consumers have the transportation resources necessary to achieve their IPE goals.

Goal 3: Skilled Workforce & Economic Development

Strategy 3.1: Develop and strengthen DBS employer relationships through employer outreach,support, education, and resources.

FDBS provides Employment Placement Specialists with a marketing toolkit to use when meeting with potential employers and CareerSource Florida Network staff. Employers receive education regarding sponsored programs/services with the goal of increasing opportunities for clients seeking employment. The SBC seeks opportunities to form partnerships with employers via outreach activities. Outreach efforts include speaking with medical providers, schools, state agencies and businesses. The SBC provides education and training to these entities on the federal tax benefits, assistive technology and the ADA.

FDBS recognizes businesses that provide employment opportunities to consumers. Staff invites employed consumers seeking advancement/new career opportunities or unemployed consumers seeking employment to attend these events. Each district nominates at least one employer for the exemplary employer event held annually. The Director awards plaques to those selected as exemplary employers.

Strategy 3.2: Increase successful employment outcomes including self-employment outcomes for transition-age youth, adults, and seniors.

The Business Enterprise Program (BEP) strongly encourages youth to participate in training to become self-employed BEP vendors. The strategic plan goal is to increase enrollment of students and young adults in the BEP by 10% annually. When comparing SFY 2019-2020 to SFY 2020-2021, FDBS boasts a respectable number of successful outcomes. Closures increased by 68 from 822 to 890, which is highly commendable during an unprecedented pandemic. FDBS strengthened its relationship with CRPs and local employment networks in job placement related services. VR counselors and EPS staff use the TAP, an online platform that connects persons with disabilities seeking employment to businesses that are actively hiring. The following table represents the wage earnings of consumers over five years.

Figure 10.9FDBS Performance Standards and Indicators

 Strategy 3.3: Create successful job outcomes in the Business Enterprise Program (BEP).

FDBS determined one of the most important measurements of a successful BEP program is the percentage of recently licensed vendors remaining at their first facility for at least 12 months. This measure demonstrates training adequately prepared new licensees to start at a facility and stay. It is a good indicator of the individual’s perseverance and on-the-job skills development.

Figure 10.10Outcomes in Business Enterprise Program

Strategy 3.4: Support FDBS clients in becoming self-supporting.

The Independent Living Program (ages 18-54) and Older Blind Program (ages 55+) provide services to train visually impaired individuals on orientation and mobility, cooking, and other support (e.g., job placement, supported employment, purchase of adaptive equipment, etc.) to foster independent living goals of clients. These programs served 1,041 individuals collectively in SFY 2020.

Strategy 3.5: Strengthen statewide collaborative partnerships with core partners.

FDBS established multiple MOUs/interagency agreements with core partners that outline the roles and responsibilities of each agency. FDBS works with each CareerSource Florida local workforce development board to update these agreements annually to keep up with emerging industries and workforce changes.

Strategy 3.6: Develop mechanisms to maximize job placement effectiveness among EmploymentPlacement Specialists (EPS) and contracted service providers.

FDBS requires all EPS to attend Employment Outcome Professionals II training conducted twice a year. The SBC arms the EPS with a toolkit of resources on building relationships with employers and other pertinent information. The EPS created desk manuals for additional training and tools. EPS, who uses the Abilities Work Help Desk, and the Division joined forces to increase referrals from businesses interested in hiring individuals who are blind or visually impaired as part of the Employment First Initiative. FDBS also maintains a partnership with the National Employment Team (the NET) and its southeast subcommittee to connect with businesses on a national and regional level.

Strategy 3.7: Support and track successful employment outcomes for blind Floridians with significant and most significant disabilities.

The SBC tracks successful employment on a monthly basis. The SBC compiles this data and sends a monthly report of to the district to encourage staff to meet FDBS’s goal. Employment program staff use the Aware case management system to track clients who are ready for employment. The SBC pulls this information from Aware and puts it into a bi-weekly report.

Strategy 3.8 Adopt and Modify the Vermont Progress Employment Model.

Although FDBS did not implement the Vermont Model, strategies of this model were instrumental in expanding employment outcomes for some of the most difficult to place clients.

Strategy 3.9 Identify an approach to expedite eligibility and service delivery to individuals who are at risk of losing employment.

Policy 2.16 Timeliness of Services describes the process to expedite the provision of services for clients at risk of losing employment. The EPS increased communication with employers – leading to a faster placement process. The communications section rebranded marketing materials and distributed them to field staff upon request.

Goal 4: Quality Efficient Services

Strategy 4.1: Increase staff development and continuing education.

Figure 10.11 illustrates the dates and types of training provided in 2021.

Figure 10.11FDBS Training Offered in 2021

Strategy 4.2: Align DBS policies and procedures to new WIOA requirements.

The Bureau of Client Services has a policy team that meets quarterly to review policies as an ongoing process. The team updates policies as necessary to align with WIOA requirements and other evolving federal policies.

Strategy 4.3: Increase opportunities for data sharing and improve data validity and integrity.

FDBS has a State Wage Data Sharing Agreement with core partners. The purpose of this agreement is to establish/implement operating conditions and procedures related to access of wage data for performance accountability. The core partners have a separate data sharing agreement that establishes conditions, safeguards, and requirements under which the parties agree to exchange confidential information with each other for administering their respective programs.

Strategy 4.4: Decrease federal and state audit findings.

FDBS has a quality assurance (QA) protocol specific to program services. The protocol activities include a remote desk and district onsite reviews to identify and resolve potential issues prior to federal/state audits. The QA team monitors compliance via monthly case reviews. Case reviews aim to achieve a compliance rate of 96%, exceeding the standard compliance rate of 90%. The QA team shares details of findings from case reviews with local district staff and provides additional training as necessary. This process decreases audit findings and ensures training focuses on areas specific to deficiencies.  

Strategy 4.5: Develop strong fiscal policies and procedures to promote responsible stewardship of available resources and address WIOA requirements.

FDBS commissioned a fee/sustainability study completed by San Diego State University Research Foundation to compare service costs across the nation. The study is expected to conclude in the winter of 2021. Using the outcomes of this study, FDBS will revisit the current fee structure. FDBS has a case service allocation protocol, which determines district allocations and ensures each district spends funds appropriately. To address appropriate allocation disbursements, the Operations and Management Section evaluates historical expenditure data (e.g., number of clients served, services provided, contractual agreements, Business Enterprise Program expenditures, and social change). FDBS developed policies for prior approval and internal control to promote responsible stewardship of resources.

Strategy 4.6: Strengthen contract language to ensure increased contractor accountability, improveresource allocations, address WIOA regulations, and encourage maximum achievement of consumerindependence.

FDBS executed Pre-ETS contracts with CRPs requiring employer outreach activities and work experiences to address WIOA regulations. CRPs must meet stringent deliverables and demonstrate program success plus client progress.

Strategy 4.7: Strengthen contract monitoring activities and procedures/protocol to reflect newrequirements.

The contracts team updated the contract manual to create stronger procedures/protocols in 2020.

Strategy 4.9: Improve employee workplace environment.

FDBS implemented employee onboarding and mentoring processes statewide. Employees drafted desk manuals for succession planning and to capture organizational knowledge. Newly hired employees receive a copy of the desk manual for their position.