Narrative: d. 1.

Progress in Achieving Goals and Priorities   

Goal One: Customer Service and Outcomes are our Highest Priority   

 Goal One, Priority One:  Customers experience timely, continuous progress throughout the VR process.  

Strategy 1:  Identify and address barriers to timely services and continuous progress for customers throughout the VR process.   

• It was identified that obtaining signatures have been a barrier to timely service delivery when working with customers virtually. DocuSign, electronic signature and forms management software, was procured and rolled out for staff use with customers and partners.  

• It was identified that inconsistent benefits planning practices can create barriers to continuous progress for customers. A new process is being piloted to ensure that benefits planners are connecting with customers prior to IPE development and continue to be available while customers move through the VR process. This allows customers to make informed decisions about working early in the process, which increases the efficiency of service delivery.  

Strategy 2:  Establish an approach for reducing the impact to customers’ case progress when staff transitions and vacancies occur. 

• Regional Vocational Rehabilitation Counselor Float positions were established as a strategy to reduce the impact to customers’ case progress when vacancies occur. These VRCs work with customers in locations with staff capacity concerns. They provide services remotely and in person, traveling within the region as necessary to meet customers’ needs.  

• DSHS/DVR also implemented automatic replies to outgoing staff emails, so customers know who to contact when their counselor has left the agency.  

• Part of the work of implementing a new case management system was to ensure a standard operating procedure for contacting customers when their case is being transferred. The new database has capability to automatically produce letters for customers, which can be processed and mailed by support personnel to ensure timely communication. Though functional improvements continue, the case management system is in use and work is being done to review the operating procedures, processes, and checklists with the goal of aligning a non-paper procedure with field practice and the new management system that can be trained to all staff.  

Strategy 3:  Integrate customer contact and response standards as performance measures for VR counseling staff. 

• Aside from ongoing messaging and training to staff containing the department-expected minimum response times for any communication received, this strategy was not implemented in PY 2022. Although there are best practices and guidelines for timely response, these have not been integrated into formal performance expectations for VR counseling staff.  

 Goal One, Priority Two:  DSHS/DVR customers achieve employment in living wage jobs with benefits.  

Strategy 1:  Increase rate of customers with IPEs that include job goals leading to self-sufficiency/financial security (at least 200% of the federal poverty level or greater, based on job type, wages, hours worked per week).   

• A specific strategy was not implemented in PY 2022 for the purpose of increasing the rate of participants with job goals leading to self-sufficiency. However, a data sharing agreement was established to begin tracking the percentage of participants exiting DSHS/DVR services with incomes at or above 200% of the federal poverty level (FPL). There is a lag with the availability of this data, but the results indicate that this is trending up.   

Strategy 2:  Identify career pathways and increase the rate of customers with IPEs that include postsecondary training resulting in employment in their field of study.   

• There has not been an establishment of a consistent statewide process or expectation for identifying career pathways and increasing the rate of customers with IPEs that include postsecondary trainings. However, there has been more of an emphasis on supporting customers to advance in their career goals and efforts to coordinate with workforce partners to explore training opportunities for in-demand career pathways.  

Strategy 3:  Develop effective job search and job placement assistance and/or services that are readily available to all customers at the time they are job ready.   

• This strategy was evaluated in the 2022 State Plan Update, with no additional comments for PY 2022.  

 Goal One, Priority Three:  Students are better prepared to engage in VR services after high school.  

Strategy 1:  Pre-ETS are available in all areas based on statewide needs assessment, school demographics, and contract mapping data.   

• Pre-Employment Transition Services staff and DSHS/DVR’s Tribal Relations Administrator collaborated to provide outreach to Tribal Vocational Rehabilitation programs and schools in order to elevate collaboration and Pre-ETS services to eligible American Indian/Alaska Native students.  

 Strategy 2:  Lead collaboration with individual school districts to identify gaps in services and CTE opportunities.   

Strategy 3:  Engage with transition staff, students, and families earlier and work toward alignment of IEP and High School and Beyond Plan goals.  

 These strategies were not formally implemented in PY 2022; however, DSHS/DVR initiated a contract with Synergy Consulting Partners for technical assistance in improving Pre-ETS operations. This included the completion of a gap analysis, recommendations, and a plan of action. Work groups were established to focus on specific deliverables which will contribute to the future state of the Pre-ETS program, and this work is still underway and scheduled to continue through PY 2023.  

 Goal One, Priority Four:  Individuals with disabilities have equitable access to DSHS/DVR services.   

Strategy 1:  Improve access to DSHS/DVR services through the use of technology, mobile service locations, translation and interpreter services, transportation services, or other accommodations.   

• Since the reopening of DSHS/DVR offices through the pandemic recovery period, DSHS/DVR has maintained a hybrid approach to serving customers. This allows for customer choice in receiving services remotely when it meets their needs, while ensuring that customers who don’t have access to technology are able to meet with staff in the office.  

• The rollout of DocuSign has improved access to DSHS/DVR services for customers who choose to be served remotely or in a hybrid fashion.   

• DSHS/DVR Policy and Customer Relations partnered to update the Washington Administrative Code rules and information in the DSHS/DVR Customer Handbook and ensured digital accessibility of the pdf version. This helped to improve customer self-advocacy through the VR process.  

Strategy 2:  Develop a DSHS/DVR outreach plan targeting under-represented populations in local communities that may be unaware of DSHS/DVR services.   

• The Washington State DSHS Administrative Policy 7.01 defines the department’s commitment to consult with federally recognized tribes and confer with American Indian organizations to ensure quality and comprehensive service delivery to American Indian and Alaska Native customers. Outreach goals and objectives were developed by DSHS/DVR and submitted to the Washington State DSHS Office of Indian Policy and include outreach goals and objectives to raise awareness of DSHS/DVR services and increase service delivery to this under-represented population.   

• DVR Tribal Relations facilitated a core advisory team comprised of subject matter experts from the Client Assistance Program, Department of Services from the Blind, Tribal Vocational Rehabilitation programs, Pro-Equity Anti Racism staff, Business Management Modernization Project staff, and VRC tribal liaisons to review and make recommendations for improving service delivery to American Indian and Alaska Native customers.  

 Strategy 3:  Strengthen information and referral for those who need basic services and support to engage effectively with DSHS/DVR and to facilitate access to workforce development programs.  

• DSHS/DVR’s business team is closely aligned with WorkSource one-stop centers and community partners across the state and provide referrals and collaboration on inclusive hiring and resource events.   

• Many of the WorkSource one-stop centers across the state have DSHS/DVR staff members working on site on a regular schedule. This has led to strengthened partnerships and collaboration which has helped to better facilitate DSHS/DVR customer access to workforce development programs and basic services provided by workforce partners. 

Goal Two:  Motivate and Inspire High Performing Staff  

 Goal Two, Priority One:  DSHS/DVR staff achieve mastery in their work.  

Strategy 1:  Deliver foundational and practical training for field staff through VR Institute and internal trainers.   

• In addition to activities noted in the 2022 State Plan Update, the DSHS/DVR training team has worked hard to develop a comprehensive list of on-demand virtual trainings available to staff. The topics include supported employment, financial statements, vocational evaluation, application and intake, and case closure. Additional training course topics have included customer service, eligibility, assistive technology, and self-employment.  

 Strategy 2:  Expand new VRC cohort program to all regions to reinforce VR counseling principles and practices among newer counseling staff.   

• The DSHS/DVR training team developed a comprehensive field staff onboarding curriculum focused on developing the foundational knowledge and skills that new Vocational Rehabilitation Counselors and Rehabilitation Technicians need to meet competency requirements. This is required for all new field staff and is provided virtually throughout the first full month of employment.   

• The DSHS/DVR training team in also developing a comprehensive supervisory onboarding curriculum focused on developing and enhancing foundational supervisory expertise and skills new Vocational Rehabilitation Supervisors need to meet competency requirements.  

 Strategy 3:  Strengthen DSHS/DVR knowledge and application of transition planning and practices that support positive outcomes.   

• The DSHS/DVR training team developed a foundational on-demand transition training in PY 2022.   

​​​​​ Goal Two, Priority Two:  DSHS/DVR excels in key performance indicators.  

Strategy 1:  Establish, track, and monitor key performance measures for all levels of the agency using reports/dashboards easily accessible to staff at all levels.  

• DSHS/DVR implemented enterprise performance management software called Results which tracks key performance measures and performance indicators. Results displays measures using dashboards which are easily accessible to all staff. Results is also used to track projects, such as those related to State Plan strategies, and links them to the performance measures to easily see how strategic efforts are contributing to those measures.  

• DSHS/DVR is also in the process of developing needed reports through the newly launched case management database, known as Waves.  

 Strategy 2:  Evaluate, monitor, and coach staff using performance reports.  

• Performance reports within Power Bi were used to monitor and provide monthly coaching to Vocational Rehabilitation counseling staff, focusing on timeliness of services, such as time to eligibility and time to plan. This helps to direct conversations with VR staff which encourage practices which contribute to more meaningful and rapid engagement. Monthly reviews of authorizations for payment are also completed for each caseload to ensure accuracy and appropriateness of caseload expenditures.   

 Strategy 3:  Build capacity and skills throughout DSHS/DVR for continuous improvement and innovation.   

• Training opportunities have been provided to staff to build skills for continuous improvement and innovation. Training has included Six Sigma Yellow Belt, which was provided to members of executive leadership and program managers, as well as Transformational Rehabilitation Leadership Training provided by the National Training Center for Transformational Rehabilitation Leadership, leading to the Certified Rehabilitation Leader certifications.  

• There has been a focus on increasing staff awareness of tribal culture and American Indian/Alaska Native topics. Activities and initiatives have included weekly articles to staff and presentations from American Indian/Alaska Native speakers during Native American Heritage month, a monthly Talking Circle for staff to learn and share best practices when working with federally recognized tribes and American Indian/Alaska Native customers, training led by DSHS/DVR’s Tribal Administrator and staff with tribal lived experience, and a focus on tribal relations and government-to-government activities during new employee onboarding.  

 Goal Two, Priority Three:  DSHS/DVR is an employer of choice.  

Strategy 1:  Develop a recruitment and retention plan to address staff patterns, turnover, and recruitment of under-represented groups among staff. Plan will acquaint managers with targeted recruitment strategies, reasonable accommodations, training and cultural competencies that foster a diverse and inclusive work environment.   

• DSHS/DVR conducted outreach to Historically Black Colleges and Universities (HBCU) and made presentations to students at HBCU’s VR or equivalent programs about career opportunities in vocational rehabilitation.  

• Efforts have been taken to increase training opportunities and remove barriers per position classification, allowing staff to participate in training and development opportunities intended for others within different positions.   

 Strategy 2:  Increase options for telework, flexible work schedules, and part-time.   

• This strategy was evaluated in the 2022 State Plan Update, with no additional comments for PY 2022.  

 Strategy 3:  Adopt and implement a staff recognition approach.  

• A workgroup was formed to develop an employee recognition approach which was rolled out to all staff. An Employee Recognition Guide was developed and shared with staff, with an expectation that each unit adopt at least one recognition activity monthly. Included in the guide is support for implementation of monthly activities, as well as many examples of activity options to be considered.  

• DSHS/DVR also gave employee recognition awards at the DSHS/DVR in-service to nominated staff who exemplified the department’s five values: Honesty and Integrity, Pursuit of Excellence, Open Communication, Diversity and Inclusion, and Commitment to Service.  

Goal Three:  DSHS/DVR Collaborates with Businesses and Partners that Deliver Benefits to Customers  

 Goal Three, Priority One:  Strengthen communication and collaboration with partners that deliver benefits to customers.  

Strategy 1:  Collaborate with CRPs on contract changes that incent/reward higher quality outcomes based on established outcome measures.  

• Within PY 2022, a decision was made to increase Community Rehabilitation Provider fees by 7% and initiate bonuses for high quality employment outcomes, such as rapid placement, high wage placement, and rural placement, effective 7/1/23.  

• A CRP/IL rate study was initiated to ensure CRPs are fairly compensated for the work they perform.  

 Strategy 2:  Increase collaboration with and understanding of services available to DSHS/DVR-Community Service Office mutual customers.    

• DSHS/DVR partnered with the Community Services Division to create an updated DSHS/DVR-CSD Warm Handoff Memorandum of Understanding. Regular meetings with CSD and DSHS/DVR leadership were initiated to ensure services were being provided and coordinated effectively. Updated training was created and provided to all DSHS/DVR staff to ensure effective implementation of the new process.  

• Efforts have been made to work on programming within DSHS/DVR’s new case management system, Waves, in order to better track CSD referrals and provide data outlined in the DSHS/DVR-CSD MOU.  

 Strategy 3:  Collaborate with DBHR to fully implement FCS inter-local agreement statewide.  

• This strategy was evaluated in the 2022 State Plan Update.  

• In addition to the implementation of the FCS inter-local agreement, DSHS/DVR participates in a quarterly FCS steering committee and Olmstead committee focusing on increasing employment outcomes for individuals with behavioral health and physical conditions, such as traumatic brain injuries, that qualify for FCS supported employment services.  

 Strategy 4:  Collaborate with WorkSource leadership to increase WorkSource staff capacity and effectiveness in assisting people with disabilities with job search activities.   

• DSHS/DVR Business Specialists have attended the Workforce Innovation and Opportunity Act 101 and Washinton’s One-Stop System Training in order to develop foundational knowledge necessary to effectively engage with workforce partners and work with co-enrolled customers.  

• Key DSHS/DVR staff were approved to attend the Workforce Washington Association conference, which provided an opportunity to collaborate with Workforce Development Council staff and WorkSource leadership on job search strategies and integration approaches to better serve co-enrolled customers.  

 Goal Three, Priority Two:  Formalize and implement targeted business engagement efforts.   

 Strategy 1:  Define business engagement staff roles and responsibilities for education, training, and outreach to employers.    

• This strategy was evaluated in the 2022 State Plan Update, with no additional comments for PY 2022.  

 Strategy 2:  Develop statewide plan establishing expectations and measure outcomes for the business engagement program.    

• This strategy was evaluated in the 2022 State Plan Update, with no additional comments for PY 2022.  

 Strategy 3:  Provide technical assistance to employers on the use of natural supports and disability DEI and etiquette in the workplace.    

• DSHS/DVR’s Supported Employment Program Manager provides technical assistance on the use of natural supports in the workplace to state agencies participating in the Supported Employment in State Government Program.  

• The DSHS/DVR Business Team produced a Webinar for statewide HR Managers received recertification credits with the HR Certification Institute and the Society for Human Resource Management, including content focused on enforcement priorities, registered apprenticeship programs, early return to work, stay at work, recruiting diverse talent, disability inclusion and disability etiquette.  

• The DSHS/DVR Business Team offers businesses training on a variety of topics related to best practices in hiring, retaining, and promoting people with disabilities, including trainings on disability etiquette, disability awareness, section 508 and accessibility training, tax credits, 503 rules, and reasonable accommodations.   

Goal Four:  Improve DSHS/DVR’s System & Performance  

 Goal Four, Priority One:  Establish a reporting framework that informs decisions and improvements at all levels.  

Strategy 1:  Build reports/dashboards for DSHS/DVR managers with easy access to performance data at the statewide, regional, unit, and office levels.    

• In addition to the development of reports identified in the 2022 State Plan Update, enhancement of the Vocational Rehabilitation Supervisor coaching tool was completed, an emergency management dashboard was built, and An IPE eligibility overview dashboard was built. A new Business Engagement tracking tool was created which will be migrated into DSHS/DVR’s new case management system.   

• The Tribal Administrator completed the refinement of quarterly reports to offer more meaningful referral, tribal affiliation, and American Indian/Alaska Native waitlist data for DSHS/DVR managers and Tribal Vocational Rehabilitation program directors.   

 Strategy 2:  Develop a reporting framework and database for overall agency reporting.    

• This continues to be in development but will be streamlined through the development of DSHS/DVR’s new case management system, Waves. This is an ongoing project in partnership with Technology Innovation Administration.  

• Partnerships were built to allow for data transfers between state and federal agencies for enhanced data capabilities.  

 Strategy 3:  Full implementation of DSHS/DVR customer satisfaction survey.    

• This strategy was evaluated in the 2022 State Plan Update, with no additional comments for PY 2022.  

 Goal Four, Priority Two:  DSHS/DVR Staff have modern, user-friendly tools that streamline their work.  

 Strategy 1:  Modernize DSHS/DVR’s electronic case management system.   

• The work to roll out DSHS/DVR’s new electronic case management system has been ongoing throughout this performance period. The initial goal of launching Waves on July 1, 2022, was delayed due to the need to ensure accessibility. DSHS/DVR is working with the vendor to remediate the accessibility issues and pushed the launch date to October 31, 2023.   

• DSHS/DVR also rolled out an electronic document management system, Laserfiche in order to fully transition to electronic customer files. Staff have been given the ability to upload documents directly into the electronic case record. Work has also been completed to integrate Laserfiche and Waves via API so that case file documentation can be accessed through the new case management system.  

Strategy 2:  Update and enhance the content and usability of the iDVR website to provide staff with easy access to clear, up-to-date program, policy, and administrative reference guides information.    

• A new communication platform, VOICE, was developed within SharePoint, leading to easier access to program, policy, and administrative information all in one location. Initial efforts have focused on building sites for the Customer Service Manual, Standard Operating Procedures, Equity, Diversity, Access, and Inclusion. Ongoing site updates include training resources, tribal relations, and operations.   

 Strategy 3:  Implement new application to document Pre-ETS participant information and consent to participate in services and allow use of personal data for service delivery and reporting.    

• This functionality is intended to be implemented in DSHS/DVR’s new case management system, Waves.  

• Related projects have included building a GIS school location map which includes universities, private, technical, and public schools, as well as a web tool to manage school locations.   

 Strategy 4:  Establish a formal IT portfolio management process to include a dashboard that allows staff to see how IT projects are prioritized.    

• An IT portfolio management process was built; however, this process is currently on hold. DSHS/DVR’s IT team has been matrixed into a larger, DSHS-wide IT administration. Transition to a merged portfolio process is pending.