Vocational Rehabilitation Program (Combined or General)

GOAL 1:  Improve the quality of services and outcomes:

Priority 1.1:  Implement new innovative training strategies for VR Counselors and other VR staff, such as increased use of itinerant (working lead) VR Counselors as regional trainers, enhancements to web-based modules including development of content for VR Case Coordinators, or other strategies. Provide training to staff on post-secondary services, transition responsibilities, extended services to youth with a most significant disability, and training on strengths-based service provision to specific populations such as individuals with mental health disabilities and individuals transitioning from subminimum wage employment to competitive, integrated employment. At least two new training focus areas will be identified annually with training provided to applicable staff.

Outcome 1.1: Achieved. All training goals outlined above were achieved, along with provision of additional training including inclusive service delivery, cultural competencies, and training on serving individuals with substance use disorder.

Priority 1.2:  Identify and implement at least two new strategies during the first 2 years of the state plan for effective training to VR employment service providers, including opportunities for hands-on training to build skills, training focused on strengths-based service provision to individuals with high support needs, opportunities for joint training with VR staff, and other needed topics. Also, track data on the number of foundational training hours Establishment project provider staff receive annually, ensuring that staff receive at least 10 hours of foundational, hands-on training annually through the life of the Establishment projects (through March, 2021).

Outcome 1.2: Achieved. While training largely shifted to remote access during the pandemic, training goals for providers were achieved. A coaching network was implemented during the evaluation period to bolster classroom and online based foundational skills training, aimed at improving provider staff skills.

Priority 1.3:  Convene appropriate stakeholders, including VR, Division of Mental Health and Addiction, Community Mental Health Centers, NAMI, Key Consumer Organization, individuals with lived experience, and others through a statewide task force during the first 2 years of the state plan. The taskforce will identify specific strategies aimed at improving services and outcomes for VR participants with mental health disabilities (including individuals with co-occurring disabilities), such as exploration of the use of establishment projects, training, resource mapping, or other activities with at least two strategies implemented. Establish baseline data on services and outcomes for VR participants with mental health disabilities by the end of 2020.

Outcome 1.3: Achieved. In collaboration with DMHA and other partners outlined above, two early adopter Individual Placement and Support (IPS) sites were implemented in October 2021. As part of the IPS kick-off, VR identified and trained designated IPS VR Counselor Liaisons to partner on the project at the local early adopter site level. VR also repurposed a current position to create a VR IPS Trainer who will support early adopter sites through training and ongoing technical assistance. Additionally, enhanced education and outreach activities were completed during the evaluation period regarding the important role that employment plays in the recovery process for individuals with mental health conditions. In addition to providing numerous training topics to VR staff and providers, as well as presenting to various stakeholder groups (e.g., INARF, NAMI, mental health council, Commission on Rehabilitation Services, national conferences), VR also partnered with DMHA to launch a mental health and employment online resource hub. This resource includes videos and other materials covering topics such as stigma, employment and recovery, IPS, interviews with individuals with lived experiences, and related information. Baseline data was also secured which reflected a 25% success rate for VR participants with mental health conditions obtaining employment, leaving much room for improvement.

Priority 1.4:  Identify and implement strategies to improve employment outcomes, such as exploration of the need for Establishment projects to further improve service provision by community rehabilitation programs, analysis of the impact of discovery activities on employment outcomes, increased utilization of supported employment services, sharing emerging best practices, or other strategies. The number of VR participants achieving employment will increase by 10% (baseline 2160)  and average hourly wages will increase by at least 5% (baseline $11.48).

Outcome 1.4: Partially achieved. These targets were significantly impacted by the COVID-19 pandemic., with the number of individuals achieving employment decreasing during the last two years. BRS conducted a questionnaire process in 2020 to evaluate the impact of the pandemic on the employment status of VR participants who were employed at the time the pandemic began and still had an open case with VR during the questionnaire window. Approximately two-thirds of respondents were negatively impacted in terms of their employment status, with the majority of those impacted through lay-off or furlough. BRS was successful in increasing hourly average wages to $12.30 in PY20, a 7% increase from baseline.

GOAL 2:  Improve capacity to serve VR eligible individuals.

Priority 2.1:  Identify and implement strategies to improve staff capacity to serve eligible individuals, including improved recruitment through use of interns in VR field offices, outreach to colleges and universities, or other strategies; and improved retention through implementation of strategies to improve VR staff job satisfaction such as improved communication and training to staff, and increased opportunities for staff to participate in special projects and workgroups in areas that match their interests. At least one recruitment and retention strategy will be implemented annually during the first 2 years of the state plan.

Outcome 2.1: Achieved. Staff retention has increased substantially over the last few years, with only 8% turnover of VR Counselor positions in PY20. During the first two years of the state plan period, VR initiated the Discovery Cohort, a project involving numerous VR staff who are evaluating the current discovery services and expectations, identifying best practices as well as areas of improvement, and conducting small pilots in their local areas. Additionally, VR created a new VR Counselor specialty position with a focus on serving VR participants in postsecondary training. Indiana VR was selected to present at a national conference to share staff recruitment/retention and satisfaction strategies due to the significant strides accomplished with Indiana VR staffing.  

Priority 2.2:  Identify and implement strategies to improve fiscal capacity to serve eligible individuals, including exploration of opportunities for blended funding, review of VR rules on high cost service areas (e.g. home modifications, vehicle modifications), increasing knowledge of comparable benefits such as those offered through core WIOA programs, and other strategies. Implement at least one new strategy annually during the first 2 years of the state plan.

Outcome 2.2: Achieved. VR expanded its written agreement with the Department of Workforce Development (DWD) for the provision of pre-employment transition services (Pre-ETS) through the Jobs for Americas Graduates (JAG) program for students with disabilities. Match funds have been increased, allowing VR to draw additional federal funds, while expanding Pre-ETS to more students. VR is also braiding dollars with other state agencies for the IPS early adopter project mentioned in item 1.3 above.

Priority 2.3: Continue streamlining efforts such as continued system modernization including enhancements to the VR Claims Payment System, exploration of a streamlined referral process with core WIOA programs, and review of VR rules and processes to identify opportunities for reduced administrative burden. At least one streamlining effort will be implemented annually during the first 2 years of the state plan.

Outcome 2.3: Achieved. VR implemented additional improvements to both the VR case management system (Aware) and the VR Claims Payment System (CPS), streamlining administrative processes for both VR staff and vendors. One example is the implementation of DocuSign to allow for better ease of capturing signatures from participants. The process for conducting quarterly follow up activities was also significantly streamlined through full implementation of the SWIS agreement with DWD, enabling VR to meet federal requirements with reduced burden on field staff. Enhancements to the Pre-ETS portal were also implemented to improve program monitoring and internal controls.

Priority 2.4: Increase education to stakeholders including schools, VR vendors, state agencies, local organizations, advocacy groups, and others about order of selection and the actual v. perceived impact on VR applicants and eligible individuals. Maintain and update an informational page on the VR website including annual updates to local resource guides to improve awareness of other organization and programs that may be able to provide services to VR participants who are assigned to a closed priority category. Present to a wide range of stakeholders such as those mentioned above to share relevant information, encourage referrals to VR, and address perceived barriers to making referrals to VR. At least two educational opportunities will occur annually during the first 2 years of the state plan.

Outcome 2.4: Achieved. BRS shares data regarding the percent of eligible individuals who are prioritized for services with stakeholders frequently, including through an annual update on order of selection posted online, and presentations to the VR Council, INARF, Centers for Independent Living, schools, the division of disability and rehabilitative services advisory group, the 1102 taskforce, and others. 

GOAL 3:  Enhance collaboration with a variety of partners to ensure that job seekers with disabilities have access to a variety of pathways to employment.

Priority 3.1: Continue collaboration with core WIOA partners through strategies such as implementation of a combined state plan, maintaining and enhancing written partnership agreements, implementing Indiana’s SWIS agreement, joint participation in special projects such as the Visionary Opportunities to Increase Competitive Employment (VOICE) training and technical assistance project, and other efforts. At least one new or enhanced collaboration effort will be achieved annually during the first 2 years of the state plan.

Outcome 3.1: Achieved. In addition to strong collaboration on development of the combined state plan, VR partnered at the local level with several workforce regions to implement a shared scheduling software to streamline the referral process across VR and other workforce programs. Agreements for infrastructure funding also continued and the JAG agreement was significant enhanced to target services to a larger population of students with disabilities. 

Priority 3.2:  Continue to build capacity for business engagement through implementation of new and innovative strategies and partnerships. Strategies may include development of a toolkit for businesses with helpful resources for hiring job seekers with disabilities, education to workforce development boards on improving opportunities for employment for individuals with disabilities, enhancing resources such as a dedicated VR webpage for businesses, providing training to stakeholders including employment service providers, conducting awareness and education events during National Disability Employment Awareness Month, and increasing partnerships at the local, state, and national level. At least two new or enhanced strategies will be implemented annually during the first 2 years of the state plan.

Outcome 3.2: Achieved. Indiana VR’s business engagement team launched a resource webpage to expand business access to information about resources for hiring job seekers with disabilities. The business engagement team’s reach has continued to increase through social media followers and a weekly resource and opportunity email. The team supported a successful NDEAM event in Evansville in October 2021 to bring together local workforce partners to educate about workforce resources and outreach to local businesses on hiring job seekers with disabilities. VR’s Business and Community Engagement Director is actively engaged in the Employment First and Work to Include stakeholder groups, helping to connect the group to state agencies and resources including the Diversity Inclusion Committee. Because of this connection, there were two trainings presented to hiring managers in 2021 around disability inclusion and etiquette and the employment of persons with disabilities.  

Priority 3.3:  Identify best practices in the delivery of required Pre-ETS activities such as incorporation of the LifeCourse Framework, and identify areas of growth such as increased focus on career and technical education for students with disabilities and collaboration with Department of Education on a new student portfolio and graduation pathway requirements. Enhance Pre-ETS coordinating activities through increased transition efforts of VR staff including dedicated VR Youth Counselors. Enhance the Memorandum of Understanding with DWD to increase participation of students with disabilities in the Jobs for America’s Graduates (JAG) program. Provide an annual summary, highlighting Pre-ETS efforts and the number of students served. Ensure that 15% of VR federal funds are earmarked for Pre-ETS each federal fiscal year and increase the number of students receiving Pre-ETS annually.

Outcome 3.3: Partially Achieved. While challenges in serving students during the pandemic were numerous, VR has continued to earmark 15% of funds for Pre-ETS. Several strategies were implemented to increase utilization of Pre-ETS funds, including increased availability of stipends to support paid work experiences for students with disabilities, and expanding Pre-ETS contracts to additional partners, including IN*Source to help fill gaps in service and offer more options to students. As indicated above, the MOU with DWD for JAG was expanded to serve more students and there may be further room for expansion in the coming years. A mandatory training series was required for Pre-ETS career coaches on working with high support needs students to increase competence of staff and availability of Pre-ETS to these students.  

Priority 3.4: Continue collaboration with other state agencies, such as participation in key advisory groups for BDDS home and community-based waiver redesign, co-leading the VOICE training and technical assistance project with DMHA, and collaboration with other state agencies in the implementation of Employment First philosophy in Indiana in alignment with the Employment First Act. Increase opportunities for targeted local partnership such as enhanced collaboration with 14c facilities, local workforce programs, community mental health centers, local schools, and others. Increased collaboration may improve education and awareness across organizations, create opportunities for shared participants or shared service costs, and increase referrals to VR. At least one new collaborative partnership will be achieved annually during the first 2 years of the state plan, as evidenced by an increase in referrals for a targeted population or implementation of process for shared service provision.

Outcome 3.4: Partially Achieved. While VR further enhanced collaboration with numerous partners, overall referrals decreased during the public health emergency. BRS expanded collaboration with DMHA over the past two years culminating in implementation of IPS early adopter sites. This collaboration has been expanded to include representation from the Office of Medicaid Policy and Planning, which has been crucial in developing guidance on braided and sequenced funding to fiscally support IPS services. VR continues to support Employment First efforts, such as presenting the Employment First plan to agency leadership across numerous state agencies in May 2021, providing VR representation on the Employment First committee, and connecting the committee to state resources and partners such as state personnel department.