Narrative: a. 4.

The Washington State Rehabilitation Council for the Blind (WSRCB)  input to The Washington State Department of Services for the Blind (DSB) State Plan/2023:

The SRCB has selected three categories of focus in the DSB vocational rehabilitation process, to include in the 2023 Combined State Plan. We are offering suggestions under each category to improve services to blind consumers at DSB. We are aware that changes in these areas are already underway and appreciate DSB’s strong commitment to continuous improvement in service provision.

Category One:

A large percentage of DSB customers (approximately 70%) are leaving DSB services without employment. The following suggestions are submitted to improve the percentage of customers leaving DSB without employment:

• It would be helpful if customers were provided with clarification at the beginning of the VR process as to what to expect of DSB. Many customers think DSB is an employment agency. Clarification re: this should be made up front in the process.
• Prior to plan development customers should understand exactly what is in the document and be aware of services available to them.
• Onboarding new customers should be more manageable. It is suggested that initial paperwork be presented in “chunks” and streamlined.
• A group orientation should be considered for individuals considering services at DSB. Services are explained. Questions are answered. Emphasis is put on employment and vocational rehabilitation services from the start.
• Create a standard orientation that can be recorded for the DSB website or be held in person.
• Review policies and procedures prior to application. Read the Rights and Remedies document to customers and make sure they understand the information.
• Customers should clearly understand the expectations of participation in the OTC day one.
• The SRCB applauds the new intake system developed at DSB which will significantly decrease the number of days between application and intake.
• Improve job readiness and assessments for best career matching.
• Provide intense blindness skills  training, applicable to career choice either through DSB resources or contracted training resources.
• Training for providers has been a valuable tool to improve contracted services for customers. The preferred provider training offered by DSB strengthens the skill base of providers and benefits customers. If this could be offered more frequently, this might positively impact employment outcomes.
• Some customers complete college and do not understand how their degree relates to entering the workforce. To prevent them from dropping out of services after graduation, intensive communication is necessary with their VRC.
• A strong community awareness program would help employers and community partners understand some of the unique features of working with blind employees.
• Internships are very important. Connect with other agencies to help DSB customers access internships that may lead to work. No need to reinvent the wheel, consult with other agencies who have resources in this area. The DSB Business Engagement and Workforce Manager is a valuable resource, and the SRCB applauds the future hiring of business relations specialists.

Category Two:

Over the last few years DSB, like so many agencies, has experienced staff turnover at a high rate. A strong training program is essential to ensuring superior service to DSB customers. The following suggestions are offered to enhance professional development for all DSB staff

• Ensure that staff training is provided by qualified trainers, specific areas of focus include:
  • Major eye conditions, how vision is impacted, and recommendations for low vision items.
  • Blindness Awareness Training, preferably from a person who is blind and knowledgeable.
  • Medical Aspects of disabilities training to ensure understanding and consideration of secondary disabilities on the customer’s VR process
  • Learning disabilities and styles, especially common secondary conditions of genetic vision impairments that can impact vocational goals and progress
  • Explaining the VR process, customer rights and customer options for when there are disagreements about services, job goals, etc.
• Broader support for working with customers with mental health disabilities, including staff training, list of providers that are willing to work with DSB, are covered by Medicaid and/or Medicare, and community resources and partner agencies.
• Clarify the what and why behind obtaining medical documentation needed for Eligibility and explain options for customers so they can choose which method is most efficient and effective for their situation.
• Best practice should include Deaf VRC's notifying their customers they are deaf and will be communicating through an interpreter.

Category Three:

Historically, deaf-blind customers have not been satisfied with services at DSB. The following suggestions are offered to improve services to the deaf-blind community

• Include representation and content for staff training from individuals with lived experience 
• Best practice should include understanding and utilizing communication methods that work best for individual customers.
• Strengthened relationships with the Deaf Blind Services Center, Helen Keller Center and DSB Orientation and Training Center at DSB could help coordinate and streamline training services to ensure focus on deaf, blind and deaf/blind issues and needs, including an emphasis on social engagement skills.
• Include/expand self-advocacy skills training for Deaf-blind transition students to support youth/students with understanding their needs and advocating for services to help them obtain their employment goals.