Vocational Rehabilitation Program (Combined or General)

(D) who have been served through other components of the statewide workforce development system; and

INDIVIDUALS WITH DISABILITIES SERVED THROUGH OTHER COMPONENTS OF THE STATEWIDE WORKFORCE INVESTMENT SYSTEM

In October 2015, Governor Larry Hogan determined that Maryland would have a combined state plan under the requirements of WIOA. MD Labor, DHS, and MSDE collaborated to develop the operational components of Maryland’s workforce system plan.  

In 2018, the State’s workforce plan was revised and expanded the number of partners and resources to be included in Maryland’s workforce network.  DHCD’s Community Services Block Grant program, the MD Labor DUI, and SCSEP were formally added into Maryland’s Combined Plan.  

In 2020, the local grantees for the REO program are: Family Health International; Goodwill Industries International, Inc.; Living Classrooms Foundation; Volunteers of America Chesapeake, Inc.; and Structured Employment Economic Development Corporation.

Programs included in the plan:

MARYLAND AJCS

PREVALENCE

During the previous three years, the Agency has seen a decrease in individuals reporting that they were referred by the AJCs.  In 2016 to 2018, 244 individuals were referred; in 2013 to 2015, 862 individuals were referred. This is a significant decrease of 618 individuals. These statistics are garnered from the AWARE Referral Module, where staff entering referrals help the individual select their referral source; "One-Stop Center" is one choice.

To assess how effectively DORS staff are collaborating with the Maryland AJCs, two separate surveys were distributed:  one to AJC Personnel and one to DORS staff. 

METHODOLOGY:  DORS SURVEY OF AJC PERSONNEL

Sixty-eight surveys were completed by individuals who work in AJCs.  The survey results follow:

• 94 percent of respondents indicated that they were aware of the services provided through DORS to individuals with disabilities to help them develop employment-related skills. 
• 79 percent of respondents reported that they have referred individuals to DORS for services.
• Respondents were asked to select the referral methods they used:         
  • 73 percent providing contact information (DORS office location, phone number, etc.) to individuals
  • 37 percent facilitating in-person introductions to DORS Staff
  • 14 percent DORS online referral
  • 10 percent universal referral form
  • 2 percent other options. 
• When asked if the referrals resulted in the referred individuals receiving services through DORS:
  • 37 percent were aware
  • 52 percent did not know
  • 7 percent were unaware.
• In response to whether they have any customers who are receiving services from both the AJC and DORS, respondents reported that 61 percent did not, while 39 percent indicated that they had customers receiving services from both agencies.
• Respondents were asked to comment on the manner in which they document services provided by DORS for mutual customers in their case management system, MWE.       
  • 35 percent enter a case note in MWE
  • 10 percent document in the Individual Employment Plan
  • 10 percent do not document DORS services. 
• When asked if they meet with DORS staff regarding mutual customers to collaborate on services, 78 percent indicated they do not, while 22 percent indicated they do.

METHODOLOGY: SURVEY OF DORS STAFF

Including VR supervisors and counselors, employment specialists, and business services representatives regarding their knowledge of AJC services, referrals to AJCs, and documentation of referrals.

Fifty-nine DORS staff completed the survey with the following results:

• Respondents represented various positions within DORS:          
  • 67 percent counselors
  • 12 percent supervisors
  • 7 percent business services representatives
  • 2 percent WTC employment specialists
  • 12 percent other classifications, including regional director, administrative specialist, secretary and teacher for the blind.
• When asked if they were aware of the variety of services available through the AJCs, 80 percent indicated “Yes” and 20 percent responded “No.”
• 83 percent of the respondents indicated that they have referred DORS consumers to an AJC for services and 17 percent indicated they have not.
• Respondents indicated they have used the following referral methods:    
  • 86 percent provided contact information for AJC (location, phone number, etc.)
  • 37 percent provided in-person introduction to AJC staff
  • 29 percent used the MWE
  • 12 percent used the universal referral form
  • 4 percent used another method.
• 80 percent of respondents reported that referrals resulted in individuals receiving services through the AJC and 20 percent indicated they had not.
• 64 percent of those with caseloads indicated they had consumers on their caseload who were receiving services from both DORS and an AJC, while 36 percent indicated they did not.
• Respondents were asked to comment on the manner in which they document services provided by the AJC in AWARE.  Of the 19 responses to this question, 75 percent indicated that they documented in a case note or job search activity and 16 percent indicated they documented under “Special Programs.” 
• 63 percent reported that they did not meet with AJC staff regarding mutual customers to collaborate on services and 37 percent indicated they did.

These two surveys indicate increased knowledge about and collaboration between the AJCs and DORS.  During the 2016 Needs Assessment, only 15 AJC staff completed the survey compared to 74 respondents this year.  In 2016, 73 percent of AJC staff indicated they were aware of DORS services, compared to 94 percent during this survey.  Although DORS staff were not surveyed for this purpose in 2016, 80 percent indicated they are aware of the services available through the AJCs on this year’s survey.

NEEDS/CONCERNS IDENTIFIED

• Despite the apparent increase in collaboration between AJC and DORS staff based on the surveys, there is a decline in AJCs being selected as the referral source for new referrals in AWARE.
• There does not appear to be a specific or consistent way for either DORS staff or AJC staff to document referrals or collaboration.
• The definition of what is considered a “referral” is broad, from simply providing a phone number to a formal form or in-person introduction.  Additionally, due to differences in terms, it is uncertain if staff are referring to the same things when discussion services. 

RECOMMENDATIONS

• Determine the reason for the decline in selecting AJCs as a referral source and provide guidance to staff on appropriate referral documentation (i.e., is terminology consistent).
• Consider methods for tracking collaboration with AJCs in the DORS AWARE system, such as creating a case note category of “AJC Collaboration.” 
• Provide training to DORS staff on appropriate timing and method of referrals to AJCs.
• Collaborate with AJCs on appropriate timing and method of referrals to DORS.
• Continue to explore data sharing between agencies to assist in identifying common consumers and collaborating on services provided.

OTHER WORKFORCE PROGRAMS

PREVALENCE

During the 2019 Needs Assessment, DORS utilized a variety of methodologies to assess the number of individuals with disabilities in Maryland served by partner programs identified within the Maryland State Combined Workforce Plan.

METHODOLOGY:  LITERATURE REVIEW – MD LABOR ANNUAL REPORT/STATISTICS

The MD Labor DWDAL provided the following statistics regarding the number of individuals with disabilities who accessed services through WIOA programs.

During Program Year 2017:

• WIOA Title I Adult Program served 345 individuals with disabilities.
• WIOA Title I Dislocated Worker Program served 69 individuals with disabilities.
• WIOA Title I Youth Program served 477 youth with disabilities.
• WIOA Title II Adult Education and Literacy Services Program served 994 individuals with disabilities.
• WIOA Title III Wagner-Peyser Program served 2,750 individuals with disabilities.

METHODOLOGY:  DORS AND DHS DATA REVIEW

The DORS AWARE case management system indicates the number of consumers who reported receiving financial support from DHS when they applied for VR services, including TANF or General Assistance.

• FY 2017: 406
• FY 2018: 423
• FY 2019 YTD: 274 

This is a decline from the 2016 Needs Assessment, where an average of 650 consumers each year reported receiving financial support from DHS.

NEEDS/CONCERNS IDENTIFIED

• There was a significant decline in the number of individuals with disabilities reported as served by MD Labor-DWDAL from those reported on the 2016 Needs Assessment.  The difference can be attributed to the fact that during the 2016 Needs Assessment, MD Labor was still operating under Workforce Investment Act and all participants, including those who only had self-services or received information, were included in the count. From program year 2016 onward, under WIOA, only those receiving staff-assisted services are included in the participant counts. Additionally, some participants may be reluctant to disclose a disability when working with staff at the AJCs.
• It is difficult to track common customers of the various workforce partners and to document collaborative services.  Despite the fact that DORS is working more collaboratively with MD Labor and AJCs, the data does not show that collaboration.

RECOMMENDATIONS

• Continue to foster and strengthen relationships with MD Labor, DHS, and other partners included in the state plan.
• Continue to look for ways to strengthen data sharing among partners.

APPRENTICESHIP

METHODOLOGY:  LITERATURE REVIEW

The 2019 Needs Assessment committee members reviewed the U.S. Department of Labor Office of Disability and Employment Policy (ODEP) research and data regarding apprenticeship opportunities for individuals with disabilities.  The following literature resources were used:

1. ODEP website-  Disability Employment Policy Resources by Topic of Apprenticeship:  www.dol.gov/odep/topics/youth/Apprenticeship.htm
2. U.S. Department Of Labor FY 2018-2022 Strategic Plan-  www.dol.gov/sites/default/files/budget/2019/FY2018-2022StrategicPlan.pdf
3. The 2020 Federal Youth Transition Plan:  A Federal Interagency strategy-  www.dol.gov/odep/pdf/20150302-fpt.pdf

• In the FY 2018-2022 strategic plan, the U.S. Department of Labor identified apprenticeship as a performance goal for particular focus in FY 2018-19.  The goal is to enroll one million new apprentices (including registered programs, industry-recognized apprenticeships, and other non-registered programs) over the next five years to enable more Americans to obtain jobs that pay a family-sustaining wage through high quality earn-and-learn opportunities. By September 30, 2019, MD Labor will enroll 280,000 new apprentices as part of the Agency’s broader efforts to promote and expand apprenticeship.
• The current MD Labor Strategic Plan documents evidence that supports expanding high-quality apprenticeship opportunities across sectors, including manufacturing, transportation, information technology (IT), health care, and the skilled trades. MD Labor’s data indicates graduates of RA programs earn an average of $60,000 per year, and more than eight in ten graduates retain their employment nine months after exiting their apprenticeships.
• Since January 2017, the apprenticeship system has added 303,157 new apprentices, with 61,165 coming in the third quarter of 2018. In total, there are 556,495 active apprentices and 23,126 apprenticeship programs nationwide.
• In 2016, the federal MD Labor’s Apprenticeship Equal Employment Opportunity Regulations were updated to ensure equal employment opportunities in apprenticeship programs for under-represented groups, including people with disabilities.  Previous regulations did not include nondiscrimination or affirmative action requirements on the basis of disability.  The final rule added disability as an element of sponsors’ affirmative action programs and established a national goal that seven percent of programs’ apprentices be individuals with disabilities.

NEEDS/CONCERNS IDENTIFIED

• Historically, apprenticeship opportunities for individuals with disabilities have been limited.
• There is limited collaboration, coordination, and cooperation among youth and adult service systems, state education agencies, state VR and workforce development agencies, schools, and youth with disabilities and their families to assist students with disabilities in achieving their postsecondary education and career goals.
• There is a service gap between youth and adult programs to encourage and expand opportunities for students and youth with disabilities up to age 24 (e.g., dual enrollment, internships, mentorships, apprenticeships, and postsecondary training options).
• During transition planning, there is limited encouragement provided to students with disabilities to consider apprenticeship programs.
• There are limited efforts to promote apprenticeship training through community college to help reduce costs for RA sponsors and youth and adults with disabilities.
• Need to increase outreach and recruitment efforts and tracking of apprenticeship participation and success.
• Employer impressions of individuals with disabilities in general may still be limiting the number of apprenticeship opportunities available to youth and adults with disabilities.

RECOMMENDATIONS

• Expand and continue the collaboration with the Maryland Apprenticeship Think Tank to increase the number of individuals with disabilities participating in Youth, Pre-Apprenticeship and RA programs, and outreach to WIOA partners.
• Utilize the members of the Maryland Apprenticeship Think Tank to identify community colleges and other approved labor vendors to provide training for a variety of Apprenticeship programs (including Youth, Pre-Apprenticeship and RAs) for individuals with disabilities.
• Develop strategies with the MD Labor to promote and educate VR staff and partners such as consumers and their families, schools, Community Rehabilitation Programs, Pre-ETS’ providers, career assessment providers and other DORS vendors about apprenticeship.
• Develop strategies and outline roles and responsibilities for DORS statewide staff related to expanding apprenticeship education and opportunities.
• Expand knowledge of and partner with MSDE staff to support the goal of Apprenticeship Maryland which creates compensated, high quality youth apprenticeships that prepare students to enter employment in high-skilled, high-growth sectors in manufacturing and STEM occupations such as healthcare, biotechnology, IT, construction and design, and banking and financing.
• Promote collaboration, coordination, and cooperation among youth and adult service systems, state education agencies, state VR and workforce development agencies, schools, and youth with disabilities and their families to assist students with disabilities in achieving their postsecondary education and career goals.
• Explore ways to use WTC in collaboration with other core WIOA partners to expand and develop Pre-Apprenticeship and RA training programs in key industries supported by MD Labor.
• Review and outline the roles and responsibilities of DORS statewide staff, including WTC, in order to support consumers participating in Youth, Pre-Apprenticeship and RA.
• Expand the development of policy and implement training for the tracking and documentation in AWARE of Youth, Pre-Apprenticeship and RA services.
• Develop strategies to increase the number of businesses offering apprenticeships in growth industries in Maryland in collaboration with WIOA partners.

APPRENTICESHIPS AND MARYLAND COMMUNITY COLLEGES

In 2019, the American Association of Community Colleges (AACC) and the U.S. Department of Labor launched the Community College Apprenticeships Initiative, which will produce 16,000 new apprentices over the next three years. Colleges can join this partnership, which will use $20 million in federal funding to help create apprenticeships. 

While strides have been made partnering with community colleges, there are additional objectives to be met, including advancing apprenticeship as a workforce strategy.  Working with community colleges to expand the scope of services provided through RA programs could help state and local workforce systems transform how they meet the needs of businesses and workers fully achieving the vision of WIOA.

MARYLAND APPRENTICESHIP THINK TANK

The Maryland Apprenticeship Think Tank was developed in January of 2018 and is a network of professional organizations committed to expanding apprenticeship opportunities to individuals with disabilities. Through a diverse array of initiatives – research, education, public engagement, and on-the-ground innovation and practice – the Think Tank shares information on emerging trends and opportunities, best practices in apprenticeship and highlight how apprenticeship can break into new industry sectors and serve a more diverse population of VR individuals.  The Maryland Apprenticeship Think Tank members consist of a variety of leaders from DORS, including WTC, along with MD Labor, Maryland Department of Disabilities, the Community College of Baltimore County and community program providers such as, the ARC who are collaborating to secure lasting change in the area of Youth, Pre-Apprenticeship and RA at the State and local level.  

Methodology:  Maryland Apprenticeship Think Tank Members Focus Group and a survey of attendees from the DORS Apprenticeship Training.

During the May 2019 Maryland Apprenticeship Think Tank meeting, members were asked several questions regarding how to better serve individuals with disabilities through other components of the statewide workforce investment system such as AJCs, other workforce programs, employers, and Maryland Community Colleges. 

NEEDS/CONCERNS IDENTIFIED

• Identification of an organizational structure within DORS for the delivery of Apprenticeship services.
• Limited availability of statewide Pre-Apprenticeship programs in Construction/Electrical/ Plumbing and IT.
• Need for expansion of RA programs in collaboration with businesses and community colleges.
• Lack of methods and strategies for the tracking and sharing of apprenticeship data between DORS, community colleges and WIOA partners.
• Need representation from MSDE for participation on the Maryland Apprenticeship Think Tank.
• Systems are limited for the collaboration and communication between MSDE and DORS related to Youth Apprenticeship.
• Lack of consumer and staff knowledge regarding apprenticeship programs and services available statewide.

RECOMMENDATIONS

• Explore the Agency's capacity and staff resources for the expansion of Apprenticeship Navigation Services at WTC that will be responsible for the coordination and implementation of apprenticeship services such as, collaboration with community colleges, WIOA partners, statewide and local trainings, facilitation of consumer services related to apprenticeship consults and linkage to statewide apprenticeship training, etc.
• Explore development of Pre-Apprenticeship programs at WTC or in partnership with community colleges and other workforce partners.
• Continue collaboration with CVS, MD Labor, and the Community College of Baltimore County to develop a RA program for Pharmacy Technician at the WTC.
• DORS should continue its efforts to develop a system for data sharing agreements between MD Labor, Community Colleges and DORS for apprenticeship, employment and credentialing information.
• Identify representation from MSDE and the new Apprenticeship Coordinator from the Community College of Baltimore County for participation on the Maryland Apprenticeship Think Tank.
• Develop a system to enhance the collaboration and communication between MSDE’s Career and Technology Education Instruction branch and DORS staff serving transitioning youth.
• Work with the DORS Office of Public Affairs to explore and develop marketing strategies to enhance staff and consumer education and awareness about apprenticeships including but not limited to, YouTube videos for staff and consumers, WTC Instagram, podcast, webinars, training sessions at various conferences and schools, information packets, etc.

EMPLOYERS

Although employers are not a workforce program under WIOA, they are integral partners and customers in a job-driven and business-responsive workforce system. It was determined that they should be included in the 2019 Needs Assessment to highlight their needs which affect the preparation and employability of job seekers with disabilities. 

METHODOLOGY:  LITERATURE REVIEW – 2018 MARYLAND WIOA STATE PLAN, LABOR MARKET INFORMATION

Labor market information summarized in the 2018 Maryland WIOA State Plan (pages 12-22) highlights the needs of Maryland’s employers, especially those in growth and emerging industries.  Construction of buildings experienced an 8.7 percent gain in employment from 2015 to 2016, while the professional and technical services industry gained the most growth of 4,704 jobs, bringing the average employment in that industry to 246,864. 

Skilled workers for healthcare, IT systems and design, management, and administrative occupations are at the top of Maryland’s major business needs.  Jobs most advertised through the MWE in 2016 included those in the following occupational categories: 

• Healthcare Practitioners and Technical
• Computer and Mathematical
• Management
• Sales
• Office and Administrative Support
• Architecture and Engineering
• Transportation and Material Moving
• Business and Financial Operations
• Food Preparation and Serving
• Installation, Maintenance and Repair. 

These represented jobs requiring all levels of education and experience, from no minimum education requirement, high school diploma or equivalent, to bachelor’s degree.

In 2017, the certifications that employers desired most based on advertised job postings on the MWE included those in Healthcare, such as Cardiopulmonary Resuscitation (CPR), Basic Life Support Certification (BLS), Advanced Cardiac Life Support Certification (ACLS), Certified Nursing Assistant (CNA), and Pediatric Advanced Life Support (PALS); Information Technology, including Certified Information Systems Security Professional (CISSP) and Cisco Certified Network Associate (CCNA); and Commercial Driver’s License (CDL). 

METHODOLOGY:  LITERATURE REVIEW/FOCUS GROUPS

Business Roundtable Report:  Employment Engagement in VR; U.S. Department of Education, Office of Special Education and Rehabilitative Services, Rehabilitation Services Administration; 12/26/16.

In response to the WIOA’s focus on employer engagement as it relates to the employment of individuals with disabilities, the Rehabilitation Services Administration (RSA) conducted a series of roundtable discussions to gain insight in the following areas within businesses’:  human capital needs and challenges, skill needs and job requirements, recruitment strategies, and methods to employ more job seekers with disabilities.  Businesses from four industry sectors (federal contracting, banking and finance, health care, and IT) were included and represented small, medium, and large companies.  These are high growth and employment industries with diverse occupations that require varied skill levels.

The roundtable discussions revealed the importance of VR agencies partnering with employers to increase the understanding of specific industries and businesses, especially their human capital needs. “Soft skills” such as communication and interpersonal skills were identified as critical to retention, advancement, and long-term success by those participating in the roundtable discussions across all industries.

Some of the industry-specific findings included:

• Federal contractors are not meeting their requirement to have a workforce that includes at least seven percent of employees with disabilities.
• There is a high turnover of millennial-age employees.
• STEM skills needed.
• High degree of interpersonal skills required.
• Health care employers indicated that roles in hospitals extend beyond just health care, including physical plant and hospitality roles.  Although there is a need for experienced employees, the low supply of skilled staff in a local labor market and high turnover can result in hiring inexperienced individuals and higher wages.
• Banking and finance employers need large numbers of qualified candidates and especially require those with competencies in “soft skills.”
• IT employers are experiencing retention challenges, and skill requirements evolve rapidly.  There is a need for highly specialized software skills.   Federal IT contracts require very specific qualifications and are stricter than those in the commercial IT sector. 

Recommendations resulting from the roundtable discussions included: align training for job seekers with disabilities with job opportunities; promote awareness of VR agencies and the advantages of partnering to recruit individuals with disabilities (including financial incentives); expand employer engagement and relationship building; and invest in VR staff development on topics of labor market and occupational information in career planning and IPE development, employer consultation on accommodations, and developing customized training designed to meet the needs of specific employers.

NEEDS/CONCERNS IDENTIFIED

• There continues to be a significant employment gap for individuals with disabilities as compared to job seekers without disabilities.
• Development of “soft skills” or essential workplace skills is critical to successful employment, regardless of industry or occupation.
• Use of labor market information is extremely beneficial in career counseling and guidance while also identifying varying levels of preparation required for occupations in industries which have a bright outlook.
• Job seekers need to increase their use of labor market information so that they can better match their skills to the employers’ needs.
• Additional training, resources, and tools for DORS staff relative to use of LMI are needed.
• Expansion of certification and credentialing, especially in the healthcare and IT industries is needed to make job seekers more marketable.
• Employers in some industries are experiencing problems of retention, high turnover and lack of qualified candidates.

RECOMMENDATIONS

• Expand employer engagement to better understand businesses’ human capital needs in order to prepare job seekers for the workforce.   
• DORS should use every avenue available to ensure that consumers have opportunities to learn, develop, practice and hone “soft skills.”    
• DORS should use varying methods of educating staff and consumers about where to find and how to use labor market information. 
• The DORS Business Relations Branch should sponsor industry-specific and employer-specific career information sessions, open to staff and consumers.
• Work with the DORS Office of Public Affairs to expand marketing activities to employers that promote the advantages of collaborating with DORS to meet their workforce needs, including recruitment and retention services and designing customized or business-driven training.