1. Virginia Rehabilitation Center for the Blind and Vision Impaired (VRCBVI); Optimizing Utilization and Employment Outcomes

2. Learning Objectives Learn about Partnership between VRCBVI and DBVI
Strategic Planning process
Importance of collaboration and larger national community of practice
Consider rehabilitation training options available at residential rehab facilities
Links to WIOA

3. VA DBVI mission
To provide services and resources that empower individuals who are blind, vision impaired or deafblind to achieve their desired levels of employment, education, and personal independence

4. VRCBVI Mission
The mission of VRCBVI is to prepare blind, vision impaired, or deaf-blind Virginians for their desired levels of employment and independence through the integration of individualized comprehensive blindness skills, employment skills and work experiences.

5. Virginia Virginia Population of 8.3 million
155,0001 Virginians are potentially blind, vision impaired, and
deafblind
DBVI – Over 20,000 Virginians are served agency wide
DBVI - Over 1,500 people have open VR cases and receive VR services per year
VRCBVI served in FFY 2015 in all programs and services, including Saturday seminars
DBVI individuals achieve employment outcomes, after receiving services and having their VR case closed
1 American Community Survey, US Census Bureau

6. Agency Reasons For The Project?
Desire to correlate VRCBVI services with successful employment outcomes for the individuals DBVI serves.
Desire to increase or optimize utilization of VRCBVI.
Desire to increase the employment focus at VRCBVI.
Desire to identify appropriate metrics to measure effectiveness of services provided towards employment outcomes.
Desire to enhance and maintain strong partnerships - both internal and external.
Optimize utilization – increasing referrals and attendance numbers as much as possible, minimizing folks that attend other centers as much as possible, provide people appropriate training to maximize employment and daily living success.

7. Strategic Planning Process

8. Our Partners Funded by: Doug Wilson, Consultant
Institute for Community Inclusion (ICI)
University of Massachusetts Boston
Rehabilitation Technical Assistance Center (RTAC) on VR Program Management
Doug Wilson,
Consultant

9. DBVI Structure & Comprehensive Services
Services Division
Library & Resource Center (LRC)
VA Rehabilitation Center for the Blind & Vision Impaired (VRCBVI or the Center)
Enterprises (BEP) and VA Industries for the Blind (VIB)
Administration - Policy, Planning, and Evaluation

10. DBVI Services Division
Vocational Rehabilitation (VR)
Workforce Development
Education Programs
Rehabilitation Teaching and Independent Living
Low Vision
Orientation & Mobility
Rehabilitation Technology
VRCBVI
LRC

11. The Virginia Rehabilitation Center for the Blind & Vision Impaired (VRCBVI or the Center)
Core program:
Provides residential personal adjustment training (PAT) - skills of blindness - to adults who are blind, vision impaired, and deafblind.
VRCBVI residential facilities accommodates 34 individuals

12. VRCBVI Skills of blindness evaluation and training Braille
AT Training, Computer, and Keyboarding
Orientation and Mobility instruction
Wellness Instruction
Diabetes Education
Personal and Home Management
Independent Living Experience
Adult Basic Education
Vocational Evaluation and Job Readiness

13. DBVI Holistic Approach
Multi-disciplinary team working together in partnership with consumers to address specific needs of each individual:
Vocational Rehabilitation Counselors
Rehabilitation Teachers
Orientation and Mobility Specialists
Low Vision Specialists
Education Coordinators – Transition Specialists
Deafblind Specialists
Rehabilitation Engineers
VRCBVI Staff

14. Strategic Planning Considerations
Communication
Perception of Field staff and Center staff
Services offered
Approach to training
Center Utilization
Use of data
Agency wide cohesion

16. Overall Project Process
Data collection and analysis:
Assess and evaluate current practices and training environment at VRCBVI
Utilize consultant
On Hand-Data identification, collection, analysis
Conduct focus groups, interviews, surveys
Literature review
Research other State Rehab Centers
Conduct phone interviews
Benchmarking, site visits
In person interviews and observations
Coaching from RTAC /ICI
Peer to peer - were collaborative events where members of the core team went to share project developments with other state agency members also involved in the RTAC research project. Each participating state had their own kind of research project related to their state rehab needs.

17. Data Collection and Analysis Methodology - Qualitative
Phone Interviews – approx. 25% response rate
VRCBVI students
Previously attended
Accepted but not attended
Not accepted
Attended other Rehab Centers
In- person Interviews
DBVI senior staff
Focus Groups
DBVI staff
VRCBVI Students

18. Data Collection and Analysis Methodology - Quantitative
Online Survey
DBVI VR and VRCBVI staff
68% response rate
Stakeholders- SRC, consumer advocacy, community partners
39% response rate
Analysis of case management system data
VRCBVI performance data
Budget
Staffing
Instructional Capacity
Process mapping
Other Centers

19. CMS - Utilization of VRCBVI core programs, not including weekend seminars & outreach

20. CMS – Referrals

21. CMS Employment - VRCBVI
38 different job categories; 13 of which were professional in nature.
5 job categories accounted for 41% of placements.
Vending Stand Operator
Homemaker (Own Home) – WIOA implications (agency total <10%)
Customer Service Representatives
Janitors And Cleaners, Except Maids And Housekeeping Cleaners
Stock Clerks- Stockroom, Warehouse, Or Storage Yard
October , the average hourly salary for participants was $11.11.

22. Trends from data gathering

23. Trends from Surveys- high value services that should be offered

24. Trends from Surveys- changes to services

25. Notable findings - individuals
Over 50% identified cooking as most valuable skill learned
Over 50% identified ALL skills as valuable
26% would change nothing

26. Partner Rankings How Valuable Is It To Have A Center?
9.7
How Valuable Are The Center’s Current Services?
9.0

27. VR Field Staff Perceived Value
How Valuable Is a Center For DBVI?
8.8
How Valuable Are The Current VRCBVI Services?
6.5

28. Students - How Would You Rate Your Overall Experience At The Center?
44%
34%
32%
7.6
10%
Completely
Unsatisfactory
Excellent

29. Data Analysis and Review29
In house case management data
Performance data
Consumer, staff and partner feedback
Created draft design overview with 4 main goals
Clarity of focus and expectations - transparency
Build intense employment focus
Update Center programming
Improve collaboration between Center and Field staff

30. Created draft design overview with 4 main goals
Clarity of focus and expectations – transparency
Build intense employment focus
Update Center programming
Improve collaboration between Center and Field staff

31. Work Groups Prioritize and work toward creating deliverables
Clarity of Focus and Expectations
Workgroup 2:
Build Intense Employment Focus
Workgroup 3: Revisit / Update Programming
Workgroup 4: Collaboration Between Center and Field.
Work Groups
Established one workgroup for each goal area
Intentionally chose cross section of staff to promote inclusion and partnership.
Tasked staff with formulating best, creative options
Prioritize and work toward creating deliverables
Prioritize and work toward creating deliverables.
1. Workgroup 1 focus means – providing clear and transparent VRCBVI guidelines and expectations so that staff and consumers can make better informed decisions about attendance.
Deliverables: Define the following – admissions criteria, admissions policy, policy and procedures including application process. Also, revision of the mission statement and student handbook.
2. Workgroup 2 focus means providing center participants with better opportunities to gain independence and marketable/relevant employment skills to prepare them to enter into or maintain employment.
Deliverables: kind of training needed for “hot jobs”, tailoring existing training to ensure it has an employment application, development of new types of training – work experiences for adult program, examination of how VRCBVI can become engaged with businesses and other workforce entities.
3. Workgroup 3 focus means determining the optimal format to provide necessary employment skills and capabilities while ensuring skill delivery.
Deliverables: Examination of existing program, recommendations for revised program and addition of new programming and approaches where needed, recommendations of training methodologies, consideration of targeted skill training, and determination of program length and individualized options.
4. Workgroup 4 focus means – maximizing contributions from Center and Field staff to facilitate an individual’s readiness to ability to accomplish their employment goals and independence.
Deliverables: Development of skill assessment contract/Individualize Center Plan, development of transition plan after training ends to better promote skill retention, development of process for clear, informative documentation throughout life of case, assess staffing and communication mechanisms, promoting collaboration experience, clarifying student expectations at Center, review/update of orientation to Center process.

32. Key Result Areas Key Result Area Quantity Indicators
Quality Indicators
Prepare blind, vision impaired, and deaf-blind Virginians
# of applications to center
# admitted
# completed
# of adults/transition age
Cost to serve
for employment
# of people employed after attending center (1 year, 3 year, 5 years)
Pay per hour
Hours working per week
through the integration
Innovation in programming and application
# of students with employment plans leaving center (transition phase)
individualized comprehensive vision loss skills
# of hours of vision loss skills
Measure of skill gain in essential skills
% of students achieving target goal
Employment skills
# of hours of employment skills
Employment experiences
# of hours of actual employment experience/per student
# of companies and opportunities available
# of new companies involved
# of people employed (result of employment experience)

33. Program Structure Scheduling – Staggered Modules
Planning the Experience
(Collaboration)
Center
Consumer
Counselor
Time & training
(Customizable)
PAT
(Focus on Employment)
Employment Preparation
(1x qtr.)
College Preparation
(2x year + summer)
GED
Preparation
Work Experience
Senior program
O & M
Vocational Evaluation
(Field or Center)
Youth Summer Programs
BEP
Technology

34. 34
Contributing factors to successful Workgroups used in developing Strategic Plan
Utilizing performance data and individual feedback to drive strategic planning
Clarifying programs and processes
Creating cross functional workgroups and teams
Intentionally including all staff
Involve staff early and often
Enhanced communication

36. Research Other State Rehab Centers- Phone Interviews with other Centers
Purpose of the overall project:
Correlate services at VRCBVI with successful employment outcomes for the individuals DBVI serves.
Increase and optimize Center utilization.

37. Research Other Centers- Phone Interviews
With this in mind, one part of our project work plan was to conduct research about other Centers.
Identified all federally funded, state run, residential Centers for the Blind.
19 Centers in US, including VRCBVI
100% were interested in our project
94% - 17/18 responded, participated
89% - 16/18 collaborated on phone interviews

38. Phone Interview Process
A cross functional team brainstormed, created, and established interview questions.
Contacted Centers to explain project and process
Scheduled 1 hour interviews with teams
Conducted interviews, gathered information.

39. Actual Phone Interviews
Conducted by a team comprised of a subset of DBVI Core Team Members.
Typically three interviewers.
Questions asked round robin style.
All interviewers took notes individually for later review and comparison.

40. Phone Interviews with other Centers
The purpose of the phone interviews was two-fold:
to evaluate Center practices and training environment.
to establish criteria to determine best-fit benchmarking site visits to up to three other Centers.

41. Question sample
How do you collaborate and coordinate with referring field counselors to ensure that students are receiving training in areas identified on the student’s IPE? How would you describe the relationship between the training center staff and the VR staff?  How do you keep your regional offices informed of your program and initiatives?

42. Question sample
What is the average length of training and how do you determine when a student has completed training? What kind of short-term programming does your Center offer in addition to the personal adjustment to blindness training program?  Do you have any data to determine if these short-term programs have an impact on employment outcomes? What kind of vocational rehabilitation services does your program provide?

43. Question sample:
How do you incorporate the focus of employment into your training programs? Describe how each of your classes in the training center incorporates an employment component.

44. Question sample:
How do you measure your success? What are employment rates for graduates of your Center? What percentages of your students attend college or post-secondary school upon completion of your program? How do you link success to at your center with employment outcomes?

45. Question sample:
What data do you collect/track? Do you collect data on how your training has led to an individual becoming employed? Do you keep track of students' progress after they graduate?  If so, how do you do so?

46. Trends of Interest Employment - WIOA focus
One center had a 70% rehab rate for attending college or obtaining employment
Four week work experience is large component of program that benefits both student and community
Employment lifestyle focus

47. Trends of Interest Outreach
3 day trial session for potential referrals
Community outreach programs to Universities and businesses
Partnerships with consumer advocacy groups

48. Trends of Interest Case Management
Case management system is open to all working with that individual
Students have “training portfolios” that follow them through the Center services and back to the field
All programming is individualized for students individual needs
Criminal background check on all referrals
Distinct processes to look at and accept people with SA, MH, HIV, etc.
Contracts out for MH
Accommodates all disabilities

49. Trends of Interest Specialized Programming
Innovative special programs for all ages including 5-12 year olds
Health and wellness program
Active evening program
Average length of training 20 weeks including 4 week work experience
Requirement that students be keyboard proficient to attend
Intensive workshop offered for short term programming

50. Trends of Interest Collaboration with Field and Partners
Constant and very good communication between field and Center staff
Newsletter for staff and keep it updated on their website
Center Staff liaison for field

51. What We Learned
DBVI/VRCBVI is not unique - Other Centers had the same questions and were experiencing many of the same issues.
WIOA – Employment and transition
Established new partners/learning community
We compiled a list of our answers to the interview questions and sent them to the Centers we interviewed.
Shared Project presentation/webinar

52. Common themes 72% (13/18) described core training 6 to 9 months
67% (12/18) trying to identify ways to address employment as linked to their current program
61% (11/18) need to improve or adjust which outcome is measured and/or how it is measured, or to make better use of data tracking and collection
100% (18/18) A key factor of VR program management is communication between Center and Field staff and the working relationship

53. Recommending Benchmarking Site visits to other Centers
Recommended and selected Centers to visit:
Nebraska Center for the Blind, Lincoln, Nebraska
Criss Cole Rehabilitation Center, Austin, Texas
Joseph Kohn Training Center, New Brunswick, New Jersey

55. Three Site Visits
Nebraska
Texas
New Jersey

56. Observations for Best/Shared Practice Nebraska
Require intensive training for new agency and Center staff (at least 2 weeks)
Implement industrial arts class
Foster/enhance relationships with blindness consumer groups and agency/Center staff, consumers, and students
Utilize portfolio document for the duration of client’s VR case
Mandatory 3 day visit/tour before referring individual to Center for training
Intensive center based case management services

57. Observations for Best/Shared Practice CCRC -Texas
Blindness Skills /Career Focus training
Work experience/internship track
Strong BEP/self-employment track
Competitive employment readiness track
College prep track
Mini-adjustment training workshops held throughout the state (Field/Center collaboration)
Overnight tours for potential students (3-4 days suggested)
Industrial Arts class for confidence building
In-house Case management Services – case transfer
Largest center visited

58. Observations for Best/Shared Practice JKTC- New Jersey
Four week work experience
Strong relationships with Community Rehabilitation Providers (CRP) & employers
Weekend programming for youth and parents
Partnerships with University programs that prepare medical professionals to work with B/VI individuals

59. Commonalities Intensive center based case management services
Employment focus
Relationship building between Center and Field
Focus on Transition Services for students and youth

60. Take Aways from all Center Collaboration
All agencies eager to network with each other for best practices
No one center has service provision perfected!

62. Strategic Plan Clear Goals Strategies to achieve goals
Tasks
Deliverables
Working document
Shared vision
WIOA implications

63. Example Goal 1 Goal 1: Align Focus and Expectations
Purpose: Provide clear and transparent information about VRCBVI expectations, procedures and operations to allow individuals to make an informed decision about attending VRCBCVI.
Objectives:
Create an environment that promotes learning, is conducive to individual growth and leads to the acquisition of employment and independence skills.
Promote higher participation in VRCBVI.
Define the roles of VRCBVI, the field staff and the individual.
Strategy 1.1- Implement a newly revised VRCBVI Student Handbook for use by all DBVI staff and VRCBVI students.
Timeline for completion of document: March 1, 2016
Responsible staff – Amy Phelps, Susan Payne, Deborah Collard
Introduction of Handbook at DBVI Forum – March 29
Timeline for issuance of document: April 1, 2016
Responsible staff – Melody Roane, Rick Mitchell

64. Timeline – Gantt Chart Goal 1: Align focus and expectations % done
% done
Strategy
Due By
Notes
Responsible staff
100%
1.1 Implement VRCBVI Student Handbook - Completion of Handbook
1-Mar-16
ready for review and approval 3/1/16, presented at the DBVI Form 3/29/16
Phelps, Payne, Collard
Issuance of Handbook
1-Apr-16
updated, ready for review and approval 4/5/16, distributed 4/8/16
Roane, Mitchell
10%
1.2 Revise and update VRCBVI Policy and Procedure manual
1-Jan-17
Work plan and weekly meetings established. Work continues. Have included Roane and Mitchell in policy discussion in June. Writing team to revisit strategy, focus on outline and consider options for reaching due date. Draft of Chapter 1 and recommendations provided, writing to transition to new team, directed by Roane and Mitchell, update 8/1/16.
Phelps, Roane, Mitchell, Hinterlong
50%
1.3 Develop measures and tracking methods as aligned with mission statement and strategic plan - Measure development
1-Jul-16
Discussions regarding measures 3/29/16, 4/13/16, 5/4/16. Draft measures shared with Mitchell and Roane 6/29/16. Mitchell to meet with Roane and Hinterlong to review, update 7/12/16.
Roane, Mitchell, Collard, Hinterlong

65. Workgroup Feedback Fall 2015, one year in:
Increased collaboration, create a “oneness”
New perspectives gained
New relationships formed between disciplines
Potential statewide job clubs via VTC
Review of “talking points” with staff outside of center
Clarity
Student focus
Employment focus
Feeling grateful
New opportunity
Breakdown barriers

66. Planning Recommendations66
Planning Recommendations
Start by listening to the individuals being served
Create buy in from all staff disciplines – Be intentional about including all staff
Identify key workgroups
Seek the broadest perspective, local and national
reach out to other states
Communication - establish, create, enhance and repair TRUST
Maintain Strong Partnerships – SRC, Consumer advocacy groups, business - WIOA

67. Keys to maintaining success and vision in SP
Move to implementation phase – MONITOR and MEASURE, Correct and move on, repeat…
Develop project champions
Use project work as a model for Agency improvements
These are things we need to continue doing…

68. CMS - Utilization of VRCBVI core programs, not including Saturday seminars

69. Project Core Team Ray Hopkins, DBVI Commissioner
Rick Mitchell, DBVI Deputy Commissioner
Melody Roane, VRCBVI Director
Susan Payne, DBVI Policy & Training Coord.
Kim Jennings, DBVI Sr. Regional Manager
Isaac Crisp, DBVI VRC
Brooke Rogers, VRCBVI Asst. Director
Deborah Collard, DBVI Program Analyst

70. Questions?