Located in:
- Program-Specific Requirements for Vocational Rehabilitation (Combined or General)
The Vocational Rehabilitation (VR) Services Portion of the Unified or Combined State Plan [13] must include the following descriptions and estimates, as required by section 101(a) of the Rehabilitation Act of 1973, as amended by title IV of WIOA:
__________
[13] Sec. 102(b)(2)(D)(iii) of WIOA
p. 4. How the funds reserved for innovation and expansion (I&E) activities were utilized
Current Narrative:
Total expenditures of Title I funds for innovation and expansion activities for PY18 were as follows:
Support of the State Rehabilitation Council (SRC): For PY2018, the SRC had an operating budget of $30,000. The budget was developed to be used for SRC meetings, SRC travel, meeting expenses, including expenses for committee meetings and the SRC retreat, printing and materials and contract expenses. During PY2018, the SRC expended $16,058.65.
Support of the State Independent Living Council (SILC): For PY2018, the SILC had an operating budget of $48,000. The budget was developed to be used for professional services, SILC travel, meeting accommodations, operating costs, conference calls, membership dues and fees, and the State Plan for Independent Living (SPIL) needs assessment. During PY2018, the SILC expended $51,018.42.
DVR's Youth Transition Unit enhances transition activities and ensures DVR is implementing effective transition services to students and youth with disabilities. This unit continues to evolve, with regional lead counselors assigned throughout the state to provide technical assistance and training to DVR staff and education partners at the local level to ensure effective transition practices. DVR's Process Improvement Effort (PIE) and strategic planning activities since 2018, highlighted a need for further development of this unit to best meet the needs of students and youth, ad discussed in section o.8.B. Developing and implementing innovative approaches to providing transition services are incorporated into ongoing administrative activities of this uni; as such, associated costs have not been explicitly identified as innovation and expansion.
DVR's Blind and Low Vision Services Unit is now well established and is responsible for improving the availability and effectiveness of rehabilitation services to the blind and those with low vision. The creation of this unit allowed DVR to further develop counselors, vision rehabilitation therapists, and orientation and mobility specialists in order to most effectively meet the unique needs of individuals with visual impairments. A variety of DVR's stakeholders have acknowledged this organizational structure has proven effective in improving services to individuals who are blind or have low vision, resulting in a formal commitment from DVR to maintain this structure. Developing and implementing innovative approaches to providing VR services to individuals who are blind and have low vision are incorporated into ongoing administrative activities of this unit; as such, associated costs have not been explicitly identified as innovation and expansion.
As discussed in section o.8.B., DVR's Office of Independent Living Services is responsible for overseeing and coordinating independent living by working in close partnership with each of the Centers for Independent Living (CIL) in Colorado. The support available from the Office has enhanced independent living services available throughout the state and assisted the CILs to identify innovative and promising practices that can be adapted to meet the needs of various communities in Colorado, including expanding the services provided to students and youth with disabilities. Developing and implementing innovative approaches to support the CIL system are incorporated in ongoing administrative activities of this uni; as such, associated costs have not been explicitly identified as innovation and expansion.
DVR take a comprehensive approach to using data to drive the management of the VR program. DVR has increased its capacity to identify, gather, and analyze critical data to improve services and outcomes for clients, while ensuring the accountability and credibility of VR to all stakeholders. DVR intends to continue this approach of metrics driven leadership to further enhance performance management, quality assurance, and outcomes. The development and comprehensive use of data are incorporated in ongoing administrative activities of DVR; as such, associated costs have not be explicitly identified as innovation and expansion.
DVR has completed a LEAN initiative to identify areas of unnecessary administrative burden and streamline processes with the goal of improving the experience of both staff and customers. This work resulted in significant reduction of staff time engaged in unnecessary administrative tasks and some targeted work will continue in the area of pre-employment transition services as described in section o.8.B. DVR expeded $115,700 in salary costs associated with coordinating this effort.