Florida PYs 2020-2023 Published Approved

Located in:

l. 2. Identify the goals and priorities in carrying out the VR and Supported Employment programs

Current Narrative:

Strategic Goals and Priorities

During FFY 2018-2019, VR, in collaboration with the Florida Rehabilitation Council (FRC), completed its three- year comprehensive statewide needs assessment. Information obtained from the needs assessment, management reports and feedback from VR employees, stakeholders and customers were used to evaluate current goals, objectives and projects and establish new strategic priorities.

Following the previously established planning process, the Senior Executive Leadership Team regularly reviews progress and updates strategies as needed. Annually, the Senior Executive Leadership Team completed a thorough review of the strategic plan and then held a planning meeting to determine which projects to include in the updated strategic plan. Strategy updates are provided quarterly and reported out to VR Leadership and stakeholders

 

Current Goals, Objectives and Strategies

Goal 1.  Enhance employment opportunities through individualized services to meet workforce demands and improve the lives of individuals with disabilities.

Objective 1.1      Expand service delivery options.

Strategy 1.1.1     Enhance services for individuals with the most significant disabilities to assist them to avoid, or transition from, subminimum wage employment, by expanding service delivery options with the goal of competitive, integrated employment, such as: supported employment, CCIR, customized employment, and Discovery.

Strategy 1.1.2 Enhance services for individuals with severe psychiatric disabilities by expanding Individual Placement and Support (IPS) to additional areas via strengthened partnerships.

Strategy 1.1.3     Strengthen the Business Relations program, including implementation of technical assistance provided by WINTAC.

Measure of Success:

  • Customer satisfaction survey results
  • Increased employment outcomes
  • Increased business engagement and retention

Objective 1.2      Improve communication with customers.

Strategy 1.2.1     Update publications and brochures to be more informative and user-friendly.

Strategy 1.2.2 Revise VR’s website for ease of use, clarity of information, and accessibility.

Strategy 1.2.3. Implement a data-driven case review process to verify that contact timeframes are adhered to.

Measure of Success:

  • Improved customer satisfaction survey results
  • Reduced number of “no contact” closures
  • Increased employment outcomes
  • Reduced number of valid communication complaints made to the Ombudsman Unit

Goal 2. Increase organizational effectiveness by reducing complexity, streamlining processes, and encouraging a flexible, supportive workplace culture.

Objective 2.1      Streamline internal systems/processes.

Strategy 2.1.1 Simplify service delivery by creating a new electronic referral system that manages referrals to providers, documentation of services provided, and payment processes.

Strategy 2.1.2     Implement a new case management system that streamlines case documentation, accountability, and reporting.

Measure of Success:

  • Reduced turnover rates
  • Improved Climate Survey results
  • Increased employment outcomes

Objective 2.2      Enhance availability and use of data.

Strategy 2.2.1     Improve data integrity by continuing to incorporate internal controls for data collection and reporting.

Strategy 2.2.2     Continue to improve ease of access to data to facilitate data-driven decision-making.

Measure of Success:

  • Increased compliance with statutory requirements
  • Reduced number of errors in data collection and reporting

Goal 3. Stabilize the VR workforce through improved quality of life for staff.

Objective 3.1      Develop the capacity of existing resources.

Strategy 3.1.1     Increase the availability and quality of training for all staff and all positions.

Strategy 3.1.2. Evaluate positions, roles, and organization of staff to maximize effectiveness and efficiency, including simplifying responsibilities via technical assistance from WINTAC.

Measure of Success:

  • Reduced turnover rates
  • Improved Climate Survey results
  • Improved employment outcomes

Objective 3.2      Incentivize high quality performance.

Strategy 3.2.1. Explore options for improving compensation for staff members.

Measure of Success:

  • Reduced turnover rates
  • Improved Climate Survey results
  • Increased employment outcomes

Goal 4. Maximize engagement with partners to enhance access to services for improved service delivery.

Objective 4.1      Document and implement partnerships.

Strategy 4.1.1. Continue to facilitate effective partnerships with CareerSource Florida, and its local boards, by collaborating on and implementing memorandums of understanding and infrastructure funding agreements to streamline services for job seekers and businesses.

Strategy 4.1.2. Continue to facilitate effective partnerships with state and local education agencies by collaborating on and implementing mechanisms to streamline services for students with disabilities.

Strategy 4.1.2. Continue to facilitate effective partnerships with state agencies that serve individuals with developmental and/or mental health disabilities by collaborating on and implementing mechanisms to streamline services for students with disabilities.

Measure of Success:

  • Increased number of individuals served via partnerships
  • Increased employment outcomes

Objective 4.2      Enhance the effectiveness of partnerships.

Strategy 4.2.1     Increase the availability and quality of training for partner organizations.

Measure of Success:

  • Increased capacity of partners
  • Increased employment outcomes