Vocational Rehabilitation Program (Combined or General)

(p) Evaluation and Reports of Progress: VR and Supported Employment Goals. Describe:

(1) An evaluation of the extent to which the VR program goals described in the approved VR services portion of the Unified or Combined State Plan for the most recently completed PY were achieved. The evaluation must:

(A) Identify the strategies that contributed to the achievement of the goals.

(B) Describe the factors that impeded the achievement of the goals and priorities.

Goal 1: Assure high-quality integrated employment outcomes for individuals with significant and most significant disabilities in Maryland through the VR program.

Objective 1.1 - Provide quality customer service consistent with the Governor’s Customer Service Promise.

Strategies: DORS will

1. Ensure staff follow the principles of the Governor’s Customer Service Promise.
2. Monitor internal strategy for evaluating customer satisfaction during service delivery in partnership with the State Rehabilitation Council (Needs Assessment Rec. 6).
3. Improve communication between DORS staff and consumers.
4. Continue to implement a Quality Assurance Review Program for VR to ensure consistency with required measures under WIOA.

Performance Measures by September 30, 2019:

a. Continue to review feedback on the Governor’s Customer Service Promise and respond as needed, and participate in MSDE’s customer service training.

• DORS has continued to offer feedback on the Governor’s Customer Service Promise as provided and strive toward increasing Customer Service. All DORS staff participated in Customer Service Training, and have included links to the Governor’s 3-question Customer Satisfaction Survey in their email signatures.

b. Conduct Customer Satisfaction Survey on a quarterly basis for consumers to provide feedback on their satisfaction with services at key points during the rehabilitation process.

• Consumer Satisfaction Surveys of both open and closed cases were completed on a quarterly basis, using mail and electronic means to provide consumers with a variety of options to provide feedback. DORS management facilitates responses to customer surveys when follow-up is requested. Surveys will continue on a quarterly basis; survey tools will be reviewed for ease of use and feedback given.

c. One Quality Assurance Case Review will be completed for each District during the PY and statewide Quality Assurance measures will improve in comparison to the previous PY.

• Beginning October 2018, DORS Quality Assurance Team conducted a second round of district Quality Assurance Case Reviews for each district. Significant improvement in case documentation and compliance with agency timeliness was noted. In the upcoming PY, Quality Assurance Case Reviews will continue, implementing additional focus areas as agency needs dictate.

Objective 1.2 - Provide rehabilitation services and pre-employment transition services in partnership with local education agencies that lead to successful outcomes in post-secondary education and employment for students with disabilities.

Strategies: DORS will

1. Ensure that VR counselors and staff work with high school students with disabilities, families, school personnel, business partners, and community partners to help these students prepare for and achieve employment and self-sufficiency.
2. Formalize consistent partnerships with MSDE and LSSs to ensure access to required/CORE Pre-ETS and Transition services throughout the state.
3. Emphasize and implement pre-ETS and transition services to promote long-term career success and leadership.
4. Provide training and support to DORS transition counselors and pre-employment transition services counselors and partners through the Transition Specialists Group and other meetings and training programs. Training shall help counselors identify and develop tools and resources related to post-secondary education, and best practices in working with families and transitioning students.

Performance Measures by September 30, 2019:

a. The number of students and youth with disabilities served will match or exceed those served in the previous year, including an increase in the number of students receiving pre-employment transition services compared with the previous year.

• In PY 2018 7,479 students and youth with disabilities received VR services, along with 5,700 students receiving pre-employment transition services. This represents a significant increase over PY 2017. (7,299 students and youth with disabilities received VR services and 3,640 students received pre-employment transition services.) It is expected that this trend will continue to increase into the next PY.

b. Finalize Memorandum of Understanding with MSDE Special Education and MD Department of Disabilities (MDOD) for a Student Tracker System and begin a pilot of the system.

• MOU has been completed; planning is ongoing to determine scope and details of system pilot.

c. Update existing Memoranda of Understanding with 24 Local Education Agencies, MD School for the Deaf, MD School for the Blind, and MSDE Division of Special Education in place between DORS and State Education Agency.

• MOU update is ongoing; agreements in various stages of progress. It is expected that the MOU will be completed within the upcoming PY.

d. Increase the number of Pre-ETS and Transition service provided to youth and Students with Disabilities as documented through authorizations and Actual Service records, as compared to the previous year.

• Agency staff are developing training initiatives to support increased usage of Actual Services to document services provided through Work-Based Learning agreements.

e. There will be an increase in transitioning youth with disabilities who achieve employment and/or enroll in post-secondary education programs, compared with the previous year.

• During PY 2018, 342 transition youth achieved employment outcomes (PY 17: 407), and DORS authorized college/university, WTC Career and Technology Training, and Vocational/Occupational Skills Training for 415 youth (PY 17: 491). Reduced outcomes resulted from increased emphasis on provision of pre-employment transition services and the DORS waiting list for VR services.

f. The DORS Transition Specialists Group will meet at least semiannually and include staff training on pertinent topics (e.g. pre-employment transition services), and will identify, develop and disseminate tools and resources for transitioning students related to post-secondary education.

• Transition Specialists Group has conducted quarterly meetings during PY 2018. Additionally, “Transition News” an agency quarterly newsletter has been distributed to agency staff and partners to disseminate information and highlight success, with plans to continue and increase staff contribution.

Objective 1.3 - DORS will provide high quality services and outcomes for individuals with disabilities served by the Office of Field Services (OFS).

Strategies: DORS will

1. Provide high quality comprehensive services to eligible individuals with significant disabilities in accordance with the WIOA and Federal Regulations, the Code of Maryland Regulations, and DORS Policy.
2. Collaborate with WTC in assuring consumers with all disabilities receive services offered at WTC in a seamless and timely manner.
3. Strengthen relationships with WIOA partners to improve competitive integrated employment outcomes for DORS consumers and reporting on common performance measures for DORS consumers.
4. Implement training and begin accurately recording Educational Goals and outcomes.

Performance Measures by September 30, 2019:

a. Meet federal performance standards for timely determination of eligibility and development of the Individualized Plan for Employment.

• During PY 2018, OFS achieved 94 percent eligibility determination timeliness compliance, compared to 95 percent in PY 2017, and 91 percent Individualized Plan for Employment development timeliness compliance compared to 91.8 percent in PY 2017. DORS staff have increased use of analytic software and business intelligence to focus resources upon areas of need. Performance reports are prepared bi-monthly and distributed to agency leadership for review.

b. Enhance consumer employment outcomes as measured by an increase in average hourly earnings from the previous year.

• During PY 2018, the average hourly wage was $12.99, representing a .85 increase from PY17 ($12.14).

c. Provide staff training related to the new federal and state common measures for WIOA Core Programs.

• Ongoing training opportunities have been offered throughout the state during PY 2018 and ongoing.

d. OFS will achieve 1,303 Competitive Integrated Employment Outcomes.

• In PY 2018, OFS achieved 1,209 successful employment outcomes, 93 percent of goal. Reduced outcomes resulted from increased emphasis on provision of pre-employment transition services and the DORS waiting list for VR services.

e. Establish baseline for number of documented Educational Goals.

• Progress for Education goals has been ongoing. DORS has begun shifting focus to include number of Measurable Skills Gains and Credentials, in addition to Educational Goals. Ongoing staff training will be included in the upcoming PY.

Objective 1.4 - DORS will provide high-quality services and outcomes for individuals who are blind, vision impaired and Deaf-Blind (B/VI, D-B).

Strategies: DORS will

1. Provide high quality comprehensive services to eligible individuals who are blind, vision impaired and Deaf-Blind in accordance with the WIOA and Federal Regulations, the Code of Maryland Regulations, the Randolph Shepard Act and DORS Policy.
2. Provide independent living services to older individuals who are blind through direct services of DORS rehabilitation teachers.
3. Collaborate with WTC to enhance services and educate staff to assure that blind, vision impaired and Deaf-Blind consumers have effective programming at WTC.
4. Enhance collaboration with businesses and work force partners to include customized training, education, disability awareness, and worksite support to facilitate increased competitive integrated employment opportunities for OBVS consumers.
5. Continue to expand services and outreach to individuals who are deaf-blind and provide technical assistance to staff serving this population as recommended by the Deaf-Blind Workgroup.
6. Recruit and train Maryland Business Enterprise Program for the Blind vendors, and grow the program strategically.
7. Develop a standardized curriculum of activities for OBVS staff to ensure highly qualified staff to provide excellent service and increase customer satisfaction.
8. Implement training and begin accurately recording Educational Goals and outcomes.

Performance Measures by September 30, 2019:

a. Meet federal performance standards for timely determination of eligibility and development of the Individualized Plan for Employment.  

• During PY 2018, OBVS achieved 92 percent eligibility determination timeliness compliance, compared to 96percent in PY 2017, and 78 percent Individualized Plan for Employment development timeliness compliance compared to 75 percent in PY 2017. It is believed that multiple staff vacancies, including district supervisor positions, contributed to an overall decrease in performance.

b. OBVS will achieve 80 competitive integrated employment outcomes.

• During PY 2018, OBVS achieved 47 competitive integrated employment outcomes.

c. The Business Enterprise Program will recruit/train/license five new managers and establish new vending sites where available.

• In PY 2018, the Maryland Enterprise Program for the Blind (BEP) recruited, trained and licensed three new managers.  The BEP continues to grow the program and locate new facilities that will provide a livable income for Maryland Vendors.

d. OBVS will close 190 ILOB cases successful.

• OBVS closed 164 ILOB cases successful by DORS teachers for the blind during PY 2018.

e. An increased number of consumers who are blind/vision impaired or Deaf-Blind will be referred to WTC compared to the previous year.

• This information is not reported due to the Deaf-Blind Specialist vacancy; position filled on 12/4/19.

f. The Deaf-Blind Workgroup will meet three times per year to identify and expand services for the Deaf-Blind.

• This information is not reported due to the Deaf-Blind Specialist vacancy. Position now filled and workgroup expected to resume regular meetings.

g. Increase staff competencies and proficiencies to serve OBVS population.

• OBVS staff continue to grow in their specialized competencies and proficiencies through participating in quarterly meetings/trainings, four times per year.

h. Establish baseline for number of documented Educational Goals.

• This information is not reported; training was recently provided to staff.

i. Provide staff training related to the new federal and state common measures for WIOA Core Programs.

• OBVS staff participate in trainings related to the new federal and state common measures for WIOA Core Programs, four times per year.

Objective 1.5 - Provide effective pre-employment transition services and employment services at the Workforce & Technology Center using state-of-the-art interdisciplinary strategies.

Strategies: DORS will

1. Continue to provide high quality comprehensive services to individuals with significant disabilities to facilitate successful competitive integrated employment outcomes.
2. Continue to develop and enhance relationships with employers utilizing agency staff who specialize in underserved populations to address service needs; as well as, issues and trends related to the employment of underserved disability populations.
3. Enhance linkages between employers, the business community, DORS Business Services staff, and community partners.
4. Implement strategies for WTC staff to collaborate with OFS and OBVS to enhance consumer services for pre-employment transition services and services for transitioning youth.
5. Continue to provide comprehensive services and awareness to employers to enhance knowledge and understanding of the benefit of assistive technology at the worksite.
6. Develop and implement a system for WTC staff to document measurable skills gains/ credentials for individuals served.
7. Investigate the feasibility of a system with WIOA partners for the sharing of training resources for individuals served.

Performance Measures by September 30, 2019:

a. Increase the number of consumers achieving competitive integrated employment outcomes compared to the previous year.

• The number of consumers achieving competitive integrated employment outcomes decreased from 292 (PY 17) to 258 (PY 18).

b. Increase the number of consumers who are blind/vision impaired and Deaf-Blind who will receive services compared to the previous year.

• The number of consumers who are blind/vision impaired who received services decreased from 376 (PY 17) to 359 (PY18).  The number of consumers who are Deaf-Blind who received services increased from 27 (PY 17) to 38 (PY 18).

c. Increase the number of consumers who are deaf or hard-of-hearing who will receive services compared to the previous year.

• The number of consumers who are deaf or hard-of-hearing who received services decreased from 205 (PY 17) to 197 (PY 18).

d. Increase the number of consumers who are Autistic who will receive services compared to the previous year.

• The number of consumers served who have Autism increased from 297 (PY 17) to 362 (PY 18).

e. Increase the number of customized and/or partnership trainings compared to the previous year.

• The number of customized and/or partnership trainings (18) stayed the same in PY 2017 to PY 2018.

f. Participate in the division-wide Business Services Team which will implement collaborative projects between OFS, OBVS, and WTC to enhance the Agency’s provision and documentation of employer engagement.

• Designated WTC staff participated in division-wide collaborative projects such as the Maryland Apprenticeship Think Tank to enhance the provision and documentation of employer engagement.

g. Designated WTC staff will attend the statewide quarterly Pre-ETS / Transitioning Youth meeting facilitated by the agency’s Staff Specialist for Transition Services to enhance and/or develop new WTC programs.

• Designated WTC staff attended the statewide Pre-ETS/Transitioning Youth meetings.

h. Increase the number of worksite consumers served as compared to the previous year.

• The number of worksite consumers served decreased from 70 (PY 17) to 57 (PY 18).

i. Establish a baseline for number of documented measurable skills gains/credentials for individuals served at WTC.

• The baseline for number of documented measureable skills gains/credentials for individuals served at WTC was established as 289. Goal for next PY will be to maintain or exceed this number.

j. Establish a workgroup to investigate the feasibility of a system for sharing training resources with WIOA partners.

• A workgroup was not established this year.  This goal will be implemented in the next program year by establishing a working relationship with the newly hired MD Labor Training Coordinator.

Goal 2: This goal focuses on a non-VR program that is not applicable to the WIOA State Plan. (Disability Determination Services program).

Goal 3: Partner and collaborate with other WIOA programs, private organizations, employers, and community groups to advance the employment and independence of individuals with disabilities.

Objective 3.1 - Evaluate and monitor service delivery for consistency with priorities within WIOA.

Strategies: DORS will

1. DORS staff and WIOA partners will participate in joint trainings to learn about services available at the state and local level.
2. Contribute to the tracking of the Benchmarks of Success for Maryland’s Workforce System.
3. Participate in local planning meetings regarding service provision and collaboration in AJCs to strengthen referral procedures and tracking of consumer involvement with WIOA partners.
4. Promote the Employment First approach for individuals currently employed in subminimum wage positions by 14c license holders.
5. Ensure completion of the Comprehensive Statewide Assessment of the Rehabilitation Needs of Individuals with Disabilities in Maryland.

Performance Measures by September 30, 2019:

a. DORS participation in training activities with WIOA partners will be documented.

• Some highlights include: Raising the Bar Conference; Maryland Rehabilitation Conference; Specialty Population training was provided by Deaf & Hard of Hearing Specialist and OVBS staff to WIOA partners, and agency field staff also participated in many Regional training events.

b. DORS data specific to the Benchmarks for Success will be shared as requested.

• DORS Staff has provided regular updates and information to Benchmarks of Success for Maryland’s Workforce System. DORS is also a representative member of the Benchmarks Data and Dashboard Committee, regular meetings are scheduled throughout the year.

c. A baseline number of individuals, including individuals on the waitlist, involved in services provided by WIOA partners will be determined, using AWARE documentation.

• Baseline information of individual served by WIOA partners has been determined using RSA-911 quarterly reporting data. Strategies to increase referrals and partnerships are under consideration. DORS has refined the online referral tool available to the public to more accurately gather referral source and streamline referral process.

d. Group career counseling and information sessions will be provided to individuals employed in subminimum wage positions.

• Information has continued to be provided to individuals employed in subminimum wage positions. The Ken Capone Equal Employment Act (EEA), will abolish the payment of subminimum wages to people with disabilities in Maryland by 2020. 

e. The 2019 Comprehensive Statewide Assessment of the Rehabilitation Needs of Individuals with Disabilities in Maryland will be completed.

• The 2019 Comprehensive Statewide Assessment of the Rehabilitation Needs of Individuals with Disabilities in Maryland has been completed and submitted September 30, 2019.

Objective 3.2 - Enhance collaboration with and services to Maryland private and public employers.

Strategies: DORS will

1. Continue to have the Business Services Representatives in each region and WTC Employment Specialists provide and enhance services to businesses to include recruitment assistance, technical assistance for tax incentives, development of work-based learning opportunities, OJT and customized training, retention services, and disability awareness and ADA training.
2. Engage with businesses through the CSAVR National Employment Team (NET).
3. Collaborate with WIOA partners and community rehabilitation programs to leverage business contacts, share resources and expertise, and coordinate services that are beneficial to businesses and promote the employment of individuals with disabilities.
4. Partner with businesses to connect them to DORS job seekers through tours, career information sessions, job fairs, and other direct means.

Performance Measures by September 30, 2019:

a. The number of services to business will increase as compared to the previous year, and will be documented in the AWARE employer module to measure effectiveness in serving employers.

• The following individual employer services were documented in AWARE:  Business Development 734; Disability Training 29; OJT/Customized Employment 163; Partnership Activity 178; PETs 7; Recruitment Assistance 321; Retention Services 142; Tax Incentives 6; Work-Based Learning 163.  The total number of direct services documented were down 158 from the previous year (PY 17 1901, PY 2018 1743.  However, there were two Business Services Representative positions vacant during the PY.

b. The number of work-based learning opportunities, including, but not limited to, QUEST, Summer Youth Employment, and OJT opportunities will increase as compared to the previous year and be tracked through the AWARE case management system.

• The number of consumers participating in QUEST for PY 2018 was 44, an increase of four from last PY.  There was also a 34 percent increase in the number of Youth (14-24) participating in QUEST, including one student. There were nine OJT Wage Reimbursement Agreements with employers, a decline of 3; two of those were for high school students with Herr Foods. There were 808 youth who participated in Summer Youth Employment Programs, an increase of 109.  

c. Minutes of CSAVR NET meetings and business services reports will confirm activities and progress.

• The Business Relations Manager (NET Point of Contact) and WTC Employment Services Supervisor receive regular updates on NET activities and participated on conference calls and webinars with a number of national employers, including CVS, Starbucks, Amazon, Aetna, Hewlett Packard, Microsoft, Facebook, Wells Fargo, Sephora, Bank of America, U.S. Department of Agriculture, Federal Aviation Administration, Forest Service, and Department of Transportation.
• The NET POC participated in the CSAVR Employment Committee meeting during the fall and spring conferences.  Additionally, Maryland DORS Business Relations and partner employer, SBM Management Services, participated on a Business Panel presentation at the CSAVR Spring Conference.
• Maryland DORS Business Relations also hosted the CSAVR 2019 NET Summit in Baltimore on August 6-7, 2019.  The NET POC and WTC Employment Services Supervisor attended the Disability: IN Conference in Chicago and supported The NET exhibit and activities.

d. Monthly reports from Business Service Representatives will show evidence of activities with agency partners.

• Monthly reports from the statewide BSRs continue to show increased collaboration and activities with MD Labor Business Services, AJC staff, Community Rehabilitation Program job coaches/developers and employment specialists and other agencies engaged with businesses.  In many Local Areas, business services teams meet regularly to coordinate activities, such as job fairs, recruitment events and trainings for employers.  One excellent example was the Eastern Shore Business Summit held on August 8, 2019.  The Lower Shore Business Services team worked with the local SHRM, Salisbury University and employers to host a day-long event that included training on current topics of interest to local businesses.  The DORS BSR took a leadership role in this activity.  BSRs also coordinated ADA training for job seekers and AJC staff in various areas of the state.

e. Business partner activities will be tracked in the AWARE Employer module and increase over previous year.

• Partnership Activities documented in AWARE were 178 for PY 2018, compared to 244 for PY 2017.  The two vacant positions contributed to this decline.

Objective 3.3 - DORS will provide support to the State Rehabilitation Council (SRC) to maintain and enhance its leadership role in the oversight of VR service delivery in Maryland.

Strategies: DORS will

1. DORS will ensure that it works with the State Rehabilitation Council (SRC) in accordance with federal law and regulations and Council By-Laws.
2. Council members will review and comment on the Annual Agency Program Plan, DORS progress in meeting its performance goals, and DORS program accomplishments

Performance Measures by September 30, 2019:

1. The Maryland SRC will conduct four quarterly meetings.

• SRC meetings were held May 8^th, August 22^nd, September 11^th, and November 13^th, 2019.

1. The Maryland SRC and DORS will conduct annual public meetings.

• DORS and the MSRC held two public meetings in 2019: on July 10th at 10:00 AM and on July 11th at 4:00 PM. A call-in option was also available and American Sign Language interpreters were at the in-person meetings.

Objective 3.4 - Promote and enhance quality independent living outcomes for individuals with disabilities in Maryland through independent living programs.

Strategies: DORS will

1. Provide grant support, technical assistance and monitoring to the Statewide Independent Living Council (SILC).
2. Manage DORS grants to Centers for Independent Living (CILs), including providing technical assistance and monitoring regarding the IL program, the IL AT program, and fiscal responsibilities.
3. Participate as an IL Partner in implementation of the 2017-2019 State Plan for Independent Living.
4. Regional Directors and OBVS Supervisors will conduct an annual meeting with Executive Directors of ClLs within their areas to discuss issues of mutual interest.

Performance Measures by September 30, 2019:

1. Annual reviews of grant performance will be conducted for each CIL with which DORS has a grant, and the Statewide Independent Living Council.

• Annual reviews have been scheduled and will continue in the upcoming PY.

1. DORS Regional/Program directors will confirm at least annual meetings with CIL Executive Directors.

• DORS Regional Directors maintain contact with the local CIL Executive Directors at least once a year, and often more frequently, to discuss mutual service delivery concerns

Objective 3.5 - Evaluate partner connection for consumers receiving Social Security Benefits.

Strategies: DORS will

1. Ensure order of selection assignments for individuals with Social security benefits are accurate.
2. Referrals will be made for Social Security recipients on the waitlist to employment networks and the WIPPA.
3. Participants who receive Social Security benefits in employed status will be referred to an employment network.
4. Ensure fee for service benefits planning is completed for all appropriate Social Security recipients.

Performance Measures by September 30, 2019:

a. DORS counselors and supervisors will receive information regarding Social Security eligibility requirements.

• The Social Security Programs Unit provides periodic training, informational bulletins, and guidance on SSA eligibility and other changes.   The unit responds to over 3300 requests annually for verification of Social Security benefits through the case management Activity Due system.  The unit is coordinating with Alliance Enterprises on a batch process whereby 100 percent of all cases will be reviewed for benefits verification for the purpose of eligibility and order of selection.  This process should be live within the next PY.

b. DORS will establish a baseline number of individuals in delayed status referred to employment networks and the WIPPA on the Special Programs page.

• The Social Security Programs Unit has identified that, on average, ca. 1050 individuals on the waitlist are SSA disability beneficiaries.  A process for referral to EN or WIPA was implemented whereby EN contact information is included in waitlist letters generated to each consumer on the waitlist.  However, as this is consumer choice, many do not choose to connect to ENs.   Currently, ca. 50 waitlist consumers have assigned their Ticket to Work to another Employment Network and have chosen to remain on the waitlist.  The unit is not currently able to track if individuals have chosen to close from the waitlist and remain connected to an EN.  Finally, the unit is currently coordinating with SSA, Maximus Ticket Program Manager, and the Partnership Plus Employment Networks in Maryland to refine the referral process for individuals on delayed using a batch process and coordination through SSA’s Ticket to Work Portal.  This is not yet live. 

c. DORS will establish a baseline number of participants with Social Security benefits referred to an Employment Network after obtaining employment.

• The Social Security Programs Unit has developed policy and procedures to identify Employment Network Handoff candidates (those with Ticket to Work assigned to DORS, employed at or near Substantial Gainful Employment, and who have signed consent to EN coordination on file).  A monthly report is generated by the unit and will be provided to Executive Staff so that referral reminders to ENs can be provided by counselors and so that a list of referral candidates can be sent directly to ENs.  Current numbers average around ten to 15 possible handoff candidates monthly.  Therefore, handoff will likely begin as a bimonthly effort (starting 12/2019) until more consent forms are in place and closure numbers of Ticket-holders increase.  This process is independent of a handoff effort that was put in place in 10/2018 which utilizes benefits planning fee-for-service vendors who provide EN handoff information to consumers.  However, as this is informed choice and would occur after case closure, a baseline number of consumers who link after VR closure is more difficult to track internally.   To compensate, the unit coordinates with Maximus Ticket Program Manager to receive a monthly report of those handoffs.  For the most recent months on record, the average handoff to EN is between four and six individuals.   This number is deflated due to Maximus’ definition of handoff being limited to only those handoffs that result in payment from SSA to the EN.   Thus these figures would be higher when calculating in individuals linked to ENs who have not yet attained SGA wages.

d. The number of Social Security beneficiaries receiving fee-for-service benefits counseling will increase as compared to the previous PY.

• The Social Security Programs Unit measures this figure by calculating the annual average percentage for cases closed for Social Security beneficiaries who were eligible for benefits planning and received the service.  In PY2017, the average was 35 percent received, in PY2018 the average was 39 percent (under the new fee-for-service model), and in the current PY the average to date is 47 percent.

Goal 4:  Provide infrastructure to promote and support the accomplishment of the DORS mission

Objective 4.1 - Implement strategies required by WIOA and in accordance with the Combined State Plan.

Strategies: DORS will  

1. DORS will continue to implement Memoranda of Understanding /Resource Sharing Agreements with workforce partners required to fulfill new federal reporting requirements.
2. Continue and expand electronic communication with DORS consumers throughout the case process including post-exit.
3. Explore data collection systems with WIOA partners to facilitate the collection of federal reporting requirements, including consumer involvement with WIOA partner agencies.
4. DORS staff and agency partners will be given opportunities to received internal technical assistance and training regarding WIOA implementation.

Performance Measures by September 30, 2019:

a. Memoranda of Understanding and Resource Sharing Agreements will be completed on an as needed basis to conform to State and Federal regulations.

• Updates to Memoranda of Understanding and Resource Sharing Agreements are regularly monitored and have been updated accordingly.

b. Electronic communication procedures for requesting and collecting information and input from DORS consumers will be implemented and updated in the RSM.

• Administration has continued to explore multiple methods of electronic communication to collect consumer information, including expanded uses of Survey Gizmo and GovDelivery.

c. Recommendations for data collection systems will be reviewed as available.

• MIS director has completed RFP and is currently reviewing proposals for bi-directional communication platform to facilitate improved data collection and increased use of electronic communication with participants.

d. Staff will be provided technical assistance on a topic related to WIOA at least quarterly.

• WIOA topic technical assistance has been integrated into staff trainings where appropriate; additional WIOA technical assistance has been provided to staff regarding common performance measures, including measurable skills gains and verifying documentation, partner referral process and documentation.

DORS has included WIOA topics in counselor specialty workgroups and various agency training opportunities.

Objective 4.2 - Increase staff competency and satisfaction by providing ongoing staff training, professional development, and leadership development programs while intentionally promoting a culture of staff retention.

Strategies: DORS will

1. Establish an Internal Communications Workgroup to recommend a methodology which will ensure all staff receive clear and consistent communication.
2. Establish a New Counselor Training Workgroup to develop a protocol for training new counselors prior to caseload assignment.
3. Develop a comprehensive training series for new Supervisors to include personnel management and case management functions.
4. DORS staff will be encouraged to access on-line/web-based learning management systems to address ongoing training needs.
5. Leadership development and cross-training opportunities will be provided to ensure continuation of critical agency functions.
6. Continue to support DORS staff obtaining advanced degrees in VR and related fields.
7. Conduct at least quarterly trainings of Business Services staff to enhance their skills and develop strategies for engaging businesses.
8. Develop and utilize a DORS Employee Satisfaction Survey.

Performance Measures by September 30, 2019:

a. Internal Communication Workgroup recommendations will be provided to executive staff. 

• An Internal Communication Workgroup was not established in PY 2018 but this goal will be implemented during PY 19.

b. New Counselor Training Workgroup recommendations will be provided to executive staff.

• A New Counselor Training Workgroup was established in PY 2018 and recommendations were discussed with executive staff. Agency staff are developing online course curriculum for use in new staff training.

c. Management trainings for new DORS supervisors will be offered twice during the PY.

• Management trainings for new DORS supervisors were offered three times during PY 2018.

d. Staff use of on-line/web based learning management systems will increase during the PY.

• Staff participated in online/web-based learning opportunities in PY 2018 and the agency is moving forward with making more training opportunities available via a learning management system in PY 19.

e. At least one multi-session leadership development program with a cross-training component will be offered during the PY.

DORS provided two multi-session leadership opportunities: (1) Executive Leadership Institute and (2) Leadership Exploration and Agency Programs.  DORS supported staff participation in three externally sponsored programs: The National Rehabilitation Leadership Institute, Supervisory Bootcamp, and the VR Supervisor Academy.

f. Staff enrollment in graduate school programs will increase from the previous PY.

• Staff enrollment in graduate school decreased from 20 staff members in PY 2017 (Fall 2017, Spring 2018 and Summer 2018 semesters) to 17 staff members in PY 2018 (Fall 2018, Spring 2019 and Summer 2019 semesters).

g. Agendas and minutes of Business Services meetings will document training progress.

• In PY 2018, the Business Services Department kept track of their agendas and minutes during meetings and trainings.

h. Employee Satisfaction will be surveyed.

• DORS employees did not participate in satisfaction surveys during PY 2018.  This goal will be implemented in PY 2019 and exit interviews will also be established. 

Objective 4.3 - Promote strategic use of accessible technology and establish policy and internal controls to support staff effectiveness and efficiency.

Strategies: DORS will

1. Implement the recommendations from the Technology Tips Workgroup identified as Year One Key Actions in the DORS Strategic Plan for 2019-2021.
2. Ensure staff resources are aligned to the agency priorities to serve customers and claimants effectively.
3. Review, update, and document internal controls and streamline case management, communication, and administrative procedures to reduce errors and establish consistency statewide.
4. Convene a workgroup of program managers and staff specialists to develop a consistent vendor application and approval process and monitoring protocol.

Performance Measures by September 30, 2019:

1. DORS Strategic Plan Information Technology Key Actions for Year One will be implemented.

• Technology Tips Workgroup has continued to meet regularly to review and advance Key Actions.

b. DORS intranet will be updated.

• DORS intranet has been regularly maintained and updated. Plans for a system platform update are being coordinated with the Department of Information Technology (DoIT).

c. E-Fax will be used for inbound and outbound communication.

• DORS began to utilize Retarus eFax services in January 2019 for confidential document sharing. Agency MIS Director has provided ongoing staff training and support to end users.

d. DORS will have identified technology for collecting e-signatures.

• DORS staff have discussed technology available in conjunction with Alliance Enterprises to pursue ability to integrate e-signatures with the AWARE case management system. Current model is in development, and has not yet progressed to beta testing. DORS has also researched options within Adobe and Microsoft software platforms.

e. Expand use of GovDelivery to send appointment reminders to customers and solicit post-exit follow-up.

• GovDelivery has not yet been integrated to send appointment reminders and post-exit information. DORS has purchased a customization to the AWARE case management platform that has provided the ability to query scheduled appointments for export to messaging platform. New methods of messaging are currently being tested and explored.

f. Position descriptions will be reviewed and revised, as necessary, for consistency with Agency priorities to ensure appropriate distribution of Agency resources.

• Position description review and revision are ongoing. Several positions have been modified to include updated duties and responsibilities

g. DORS required forms and administrative procedures will be reviewed and streamlined

• DORS Policy Review Council has increased meeting frequency to bi-monthly and has continued to evaluate agency process and materials. Policy Review Forms Committee has been established to concentrate on agency form updates. Updated policies and materials are included in the RSM.

h. Establish internal control procedures for the vendor application and approval process and monitoring vendor performance.

• Vendor application and approval process is ongoing. Staff Specialists for Community Rehabilitation Providers have been conducting process ongoing; executive staff have included this topic in bi-monthly internal control meetings.