Narrative: d. 1.

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

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 will obtain 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 is ongoing to reduce errors in the case management system and to ensure more accurate reporting. A new monitoring tool for all performance measures was developed in FY2023 and is now in full production.

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

• ACDC and the University of Arkansas-Fayetteville annually host virtual sessions on career counseling and referral. Career Counseling Information and Referral (CCIR) individuals were referred to the ARS Field for services. The Field and the Community Program Development administrative specialist utilized MS Team for real time updates on referrals and quality assurance of actions by the ARS field related to CCIR referral.

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 2023, 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. The revised QA monitoring tool will be integrated into the new CMS scheduled to go live in spring 2024.
• ARS set the strategy to train personnel on acceptable data verification criteria and documentation. Training was provided to personnel on acceptable data verification criteria and documentation. Additional training was provided upon request and remedial training was provided based on case review. 

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

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. For school year 2022-2023, ARS had 44 schools participating in WOLF, 16 schools enrolled in WIN, and 99 schools enrolled in a vendor program. ARS served an average of 1,318 students.
• ARS set the strategy to expand Pre-ETS programming into underserved populations and regions of the state by increasing availability of service providers and increasing the number of school districts participating in Pre-ETS programming. ARS opened the Pre-ETS vendor application to provide services in counties located in south and southeast Arkansas. ARS accepted an additional five schools into the WOLF and WIN! Programs from south Arkansas.
• ARS set the strategy to identify industry recognized curriculums and train counselors to provide direct services to students. This is a work in progress. There are several mechanisms of access to industry recognized curriculum and opportunities that lead to 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 at the local level by contacting Special Education personnel in schools and by attending school functions including student IEP meetings. ACDC contacted schools and asked to attend meetings and offered services. ARS Pre-ETS counselors participated in cross trainings with local school districts throughout the state at Cadre Meetings sponsored by Arkansas Transition Services. ARS Pre-ETS counselors were invited to participate in Universal Design for Learning (UDL) trainings held across the state with CTE and Special Education. Pre-ETS counselors are added to every special education team that registers and attends the Transition Summit sponsored by Arkansas Transition Services.
• ARS set the strategy to create standards and 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 evaluation criteria have been developed and incorporated into the yearly Pre-ETS monitoring process and monthly reporting forms are utilized to evaluate student progress.
• ARS set the strategy to increase awareness of viable work options within career fields associated with Career and Technical Education, through a summer pilot program in partnership with CTE and Saline County Career & Technical Center. ARS in association with core partners provided an exploration camp for 15 students entering the ninth grade (age 14) with IEPs.
• 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 April 2024.
• ARS participated in intensive technical assistance provided by NTACT and continued to support and work within the state team to implement strategies to support students with disabilities as agreed upon on by all parties on the state team.  
• The ARS state transition teams met every quarter to work on goals identified on the Transition State Plan. The state team has identified the following areas as needs and is actively working on developing strategies to meet the following goals: Meaningful engagement with parents and students; increased interagency collaboration at the local level; and data sharing agreements at the state level.

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 met the requirement to spend 15% of VR case services budget on Pre-ETS for FFY2022.
• 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 was accomplished through ACDC programming and the CTE Career Exploration camp. ACDC students are provided information regarding CTE classes and encouraged to participate. Certificate trainings in Servesafe, OSHA, CPR and Professional Guest Services were provided via distance learning to high schools and juvenile justice facilities.
• ARS is required to provide students in Pre-ETS with paid and unpaid work experiences. This is occurring in Pre-ETS through the WOLF, WIN! and Vendor programs at participating high schools. In school year 2022-2023, 159 schools across the state participated in school-based programs. ARS served an average of 1,378 students.
• 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 clients and monitor results. ARS Pre-ETS counselors were provided training, resources, and a streamlined process on engaging Pre-ETS participants in the VR process as soon as a need for VR services was identified. Counselors begin initiating the application process at the onset of a student’s second semester of their junior year through the first semester of their senior year.
• ARS will provide support and assistance to students and school districts across the state that are currently participating in and who have agreements to implement CIRCLES (communicating interagency relationship and collaborative linkage for exceptional students) to facilitate transition of students from secondary education to employment and/or post-secondary education. For the last six years ARS has been one of the leading states in the CIRCLES program implementation. Through CIRCLES, ARS engages students and school districts in collaborating with community providers such as mental health agencies, DDS, employers, DHS, Workforce, etc. to provide wrap around services for students with disabilities. ARS uses this program to connect with providers and parents to inform them about VR service, how VR services can help the student, how to apply for VR services, and how we work as a team with other participating supports to assist students with transition from high school to employment or post-secondary training.

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 increased distance learning training options to expand service reach statewide.
• ACDC facilitated work readiness programming and work-based learning activities with juvenile justice incarcerated youth, which expanded from one juvenile justice facility to four.
• ACDC piloted a hybrid Business/Logistics CTE class for high schools. The first class was conducted with Alma high school seniors in 2021-2022. It was well received and is in its third year at Alma. Students who participated in the class and the on-the-job work-based learning were eligible for class credits and industry recognized credentials. Due to the success of the class in preparing youth for employment and developing job opportunities for the graduates, ACDC is exploring other CTE class options.
• ACDC staff worked with juvenile justice clients, who are Pre-ETS students, and facilitated a pre-apprenticeship program. The Juvenile Justice Program includes work-based learning and work-readiness activities. In PY 2021-2022, there were 24 participants and in PY 2022-2023, there were 99 participants.

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. ARS supported pre-apprenticeships, internships, and OJTs for students. A Certified Nursing Aid pre-apprenticeship was initiated in collaboration with Fayetteville High School, and internships for Logistic Technicians were initiated in collaboration with Alma High School. In 2022-2023, four out of six students in the Logistics Technician program were employed following graduation.
• ARS set the strategy to increase credential attainments in high school by moving Pre-ETS-VR ready students to VR services prior to graduation. ARS provided training and continues to provide training to field staff on capturing Performance Measures data as it relates to credential attainment and measurable skill gains. In PY2022, 371 students transitioned to VR services prior to graduation.  
• 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 WOLF, WIN!, and ACDC Pre-ETS services. There were 39 students who obtained direct employment from their Pre-ETS WBL sites during school year 2022-2023.

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

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. In 2022, 1,731 face-to-face visits occurred with 876 as primarily marketing ARS services. In 2023, the BEU met with 2,070 business and community leaders with 1,263 focused on marketing of ARS services. This has provided a higher number of small to medium businesses with more resources to find and retain people with disabilities. 
• ARS set the strategy to maintain its partnership with Disability: IN-Arkansas and assist in membership recruitment by leveraging partnerships with existing business customers. Disability: IN-Arkansas along with the Governor’s Council on Developmental Disabilities and sponsors held a NDEAM Business Summit with over 65 businesses present. Disability: IN-Arkansas is currently in the planning stages for future events. 
• 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.

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. The BEU began meeting face-to-face with WIOA partners after the COVID ban was lifted.
• 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 (Arkansas Adult Education, Planning and Development Districts, Deaf and Hard of Hearing, Blind Services, and Division of Workforce Services) regarding employment of people with disabilities through scheduled meetings, events, and meeting the needs of business to increase outcomes 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 with ARS representatives participating virtually.
• ARS set the strategy to develop products and services that meet individual business customer needs. ARS utilized results of the comprehensive statewide needs assessment finalized in PY 22 to address this strategy. During PY22 BEU met with 1,731 business customers to provide various services training, recruitment, and referral.
• ARS set the strategy to work with local workforce boards to identify local in-demand occupations. BEU staff attended monthly meetings of WIOA partners, Chambers of Commerce, and business/partner events to help determine local/regional labor market information and sector strategies, communicating high demand high pay job opportunities to ARS counselors and clients to meet employer needs.
• 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. During the years 2021-2022, OJT and apprenticeship forms and applications were updated and provided to BEU staff in April 2023.

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 FY2019 to 9 in FY2020 and maintained at 9 in FY2021. ARS served 65 total clients for job retention in FY2021 compared to 72 in FY2020. The SAW/RTW team closed 23 client cases in FY2022 and 26 cases in FY2023 with 26 currently open cases. These numbers indicate that the word is getting out about our services and numbers are continuing to increase as we partner with more and more businesses across the state. We served 122 job retention cases in   FY2022 and 129 job retention cases in FY2023 both of which are all time highs for the programs.
• ARS set a strategy to increase the number of employer referrals for SAW/RTW. ARS increased the number of employers served in FY2021 to 43 from 35 in FY2020. Access and Accommodations currently has the largest number of active cases from outside employers with 14. We currently have 26 active cases, all from outside employers. We served 91 new employers in FY2022 and an additional 61 new employers in FY2023. With our additional collaboration with business engagement, we hope to increase those employer referrals in the coming years.
• 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. There has been little movement to report in this area. In FY2022 and FY2023, SAW/RTW participated in two joint events marketed to businesses and three employer meetings that were initiated by business engagement. We anticipate more collaboration in this area with the new strategic goals requiring collaborative meetings with measurable requirements on the number and frequency of those events.

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

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

• ARS is working with the IT Committee for the finalization of the common intake process set to go live in 2024.
• ARS partnered with DWS to host two trainings in PY2022 focusing on service and performance.
• 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, Fayetteville, Helena, West Memphis, Russellville, and El Dorado.
• ARS collaborated with WIOA core partners to host two state-wide meetings PY2022 with a focus on TANF, Unemployment Insurance, career readiness certificate, and offender re-entry programs.
• ARS set the strategy to partner with local Hispanic and Marshallese communities to increase awareness and availability of services. ARS set up itinerary points in Jonesboro, Fort Smith, and Fayetteville to reach those who may not have access to traditional field offices.
• ARS hosted a resource fair in PY2022 focusing on vendors and partners providing services to the deaf and hard-of-hearing community. 
• ARS implemented an AR Deaf Community newsletter providing information on services, resources, assistive technology, and upcoming events.  
• ARS continues to partner with Centers for Independent Living to provide information about ARS services throughout the state. Presentations are provided at local office meetings by the CILS for updates on core services provided. These activities provide opportunities for access to services such as advocacy, information and referral resources, independent living skills training, peer support, and transition services.
• ARS set the strategy to partner with Centers for Independent Living to provide information about ARS services in the geographically underserved areas. In PY 2021-2022 CILS provided training at the local offices in counties covered by the CILS. ARS assigned counselors to serve as CIL liaisons who partnered with the CILS in resource fairs.
• ARS utilized Project AWIN to provide benefits counseling to any Pre-ETS student receiving disability benefits who consent to receiving the service. Counseling is provided one on one with the student, guardian, and a Project AWIN CWIC and through group presentations about the advantages of participating in benefits counseling.
• ARS set a strategy to provide training on special populations to include those with serious mental illness and autism spectrum disorders.  ARS placed a spotlight on mental health awareness month for PY2021 and PY2022 by providing information and training from the National Alliance on Mental Illness, training opportunities for mental health first aid certification through Goodwill Industries, and training on Autism was offered through National Pathways to Transition, Emporia State University. ARS spotlights April as Autism awareness month. ARS provided training opportunities for counselors to obtain continuing education in the area of mental health. 

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.Once Covid restrictions lifted in 2021, the BEU attended 63 Expos and Chamber events. By 2022, the BEU met and made connections through 137 Expos/Chamber events with RAMs or Field Staff attending 32, leading to a greater understanding of ARS services.
• ARS set a strategy to participate in monthly “Core Four” partner’s meetings with other WIOA partners. The BEU acts as a point of contact for Core Four business services team members meeting monthly with the WIOA business services team discussing the needs of business.
• 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. BEU resumed these activities once the pandemic regulations were lifted. BEU collaborated and held multiple meetings with Amazon that also included WIOA partners: Field Services, Adult Education, Workforce, and Central Planning and Development District. The hiring event for the underserved/unserved population resulted in the hiring of seven people with disabilities. BEU also held NDEAM events across the state and attended 28 joint business customer meetings with RAMs and counselors to identify high-demand, high pay employment opportunities for people with disabilities.
• 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 ongoing. Field managers are members of local WIOA boards and attend meetings to determine programs funded at the local level. Information is passed on to the counselors as a resource for similar benefits. Rehab area managers continue to serve on local WIOA boards that allow information and resources sharing.
• ARS set the strategy to conduct partner meetings with educational training providers on a quarterly basis.

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. For PY2022, referrals totaled 163; 95 attended and completed Job Club; and 27 completed and became employed for 90 days or more.
• ARS provided training to counselors about using LMI to assist clients in IPE development. LMI assists VR counselors in guiding ARS clients in career choices to promote the achieving of WIOA employment standards.
• As a result of the combined efforts of VR counselors and Business Engagement Unit, in PY2020-2021 there were 458 referrals with 271 successful closures. In PY2021-2022, there were 163 referrals with 97 successful closures. In PY2022-2023, there were 204 referrals with 50 successful closures.
• 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.
• ARS has established a continuous partnership with the Bank OZK and Amazon to review employer needs for increased job matches and employment outcomes.

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. ACDC provided presentations and training on accessing registered apprenticeship. The process is on-going.
• ARS hosted on-site training for OJT in PY2022.
• ARS staff participated in virtual training for apprenticeships/pre-apprenticeships and OJT through VR-TAC.

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.
• 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.
• 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.

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

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

During PY2021, ARS Community Program Development:

• Cohosted the Biennial AR APSE Conference with 113 participants, which covered such topics as Medicaid Working Disabled (Keeping Your Insurance), Waiver funded/ARS Supported Employment, Life Charting and Transition Services.
• Participated in a Supported Employment Virtual meeting with ARS Rehabilitation Area Managers to discuss the impact of furloughed provider employment staff during COVID, that SE closures were less than 4%, the lack of referrals and how to locate referrals, vendor recruitment, family member support, career counseling, information and referral at 14(c)s, and Independent Living Services.
• Trained approximately 20 ARS field staff on a PPTX MS Teams and The Box related to CCIR tracking referrals in the Excel spreadsheet.
• Trained field staff on “Why Counselor Liaison Reports Are Necessary.”

During PY2022, ARS CPD:

• Participated in two Medicaid Waiver Employment Summits with statewide participants committed to employment of individuals with the most significant disabilities.
• Participated in a quarterly meeting of the Deaf-Blind Interagency Committee hosted by Children and Youth with Sensory Impairments (CAYSI) and other disabilities, Division of Elementary and Secondary Education (DESE), Special Education Unit. ARS, DSB, Education, parents, and teachers attended training by Griffin Hammis on the Discovery Process.
• Certified seven new employment service vendors. Currently, ARS has 80 vendors.
• Trained 610 participants including ARS field staff, vendors, and Medicaid Waiver managed care funders referred to as PASSEs. The topics included External Employment Services 101: E1st services, Supported Employment Services, Individual Job Coaching, and external Job Placement Services.
• Surveyed 28 attendees to evaluate the External Employment Services Training 101 and for additional input on their training needs. Based on the input training was developed to provide in-person interactive training on the Discovery Process and How to complete the Discovery Staging Record. ARS trained 70 participants.
• Hosted a Supported Employment meeting with ARS Self Employment Consultant, Empower Healthcare funder of Medicaid Waiver, SE provider and RSA funded Griffin Hammis Self Employment Center staff.
• ARS provided Career Counseling Information and Referral services virtually in PY2021 2,175 and PY2022 2,366 subminimum wage employees. ARS received 497 referrals. The CPD team monitored individuals requesting to work through referral to ARS.

Project SEARCH®:

• During school year 2021-2022, 72 individuals entered the Access programs and 59 graduated. In school year 2022-2023, 70 individuals entered the program and 56 graduated.
• During school year 2021-2022, 14 individuals entered the Friendship Community Cares, Inc. program and 13 graduated. In school year 2022-2023, 20 individuals entered the program and 15 graduated.

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.

During PY2021, CPD:

• Surveyed CRPs and the ARS field staff about training needs.
• Provided employment services trainings per region for 544 participants consisting of ARS staff, providers, and other stakeholders.

During PY2022:

• Added seven new CRPs.
• Job Coaches certified 146 in PY2022 and 107 in PY2023.
• Provided technical assistance related to employment for all, which included numerous meetings related to Employment First, the DOL ODEP System change grant, and the Governor’s Council on Developmental Disabilities grant.  Products of these activities included a white paper compilation on E1st activities in Arkansas, and a draft E1st bill. Surveyed 99 CRP staff with 11 responses received to collect information related to the number of employment staff and job coaches, job duties, agency costs, and communication with ARS field counselors or managers. CRPs were asked to provide outreach suggestions, training needs and challenges, and general input. Information provided was used to develop training modules on employment services and career counseling.
• Surveyed ARS field staff with 40 responses related to CRPs. The survey collected information on the field’s connection with providers, counselor caseload identifier related to E1st and Supported Employment, input on building better relationships between the CRPs and ARS, outreach to get referrals, connection to referral sources like high school Special Education teachers, training needs related to Supported Employment Services, E1st Services, Job Placement and ARS’ role in Career Counseling, Information and Referral. Information provided was used to develop training modules on employment services and career counseling.

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 increased distance learning training options to expand service reach statewide.
• ACDC facilitated programming with juvenile justice incarcerated youth. The program grew from one juvenile justice facility to now four. Programming provides work readiness and work-based learning activities.
• ACDC piloted a hybrid Business/Logistics CTE class for high schools. The first class conducted with Alma high school seniors 2021-22. The class was well received and is now going into the third year at Alma. Students who participated in class and on the job work-based learning were eligible for class credits and industry recognized credentials. Due to the success of the class in preparing youth for employment and developing job opportunities for the graduates, other CTE class options are being requested and explored by ACDC.

Outreach: Strategy: ARS provides outreach activities to individuals from minority backgrounds, individuals with the most significant disabilities, and others who are unserved or underserved.

• 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.
• 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. Partnered with DWS to create an internal referral process for UI applicants who have indicated they have a disability. 
• Implemented and hosted Spring into Service events providing information on ARS services and employment opportunities.
• ARS hosted a resource fair in PY2022 focusing on vendors and partners providing services to the deaf and hard-of-hearing community. 
• ARS implemented an AR Deaf Community newsletter providing information on services, resources, assistive technology, and upcoming events.  
• ARS established a rapid engagement process, Fast Wednesdays, to take application, determine eligibility, and develop a plan onsite.