September NENA's 7th Annual National Training Conference San Antonio, TX

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1 Implementation of an Administrative Employment Network Model: Strategies for Success Peter Travisano Work Without Limits AEN 1 Workshop Objectives Review of the Administrative Employment Network model Development of the AEN Model Services to our Partners and Ticket Holders A Review of our Processes Challenges and Successes 2 What is an Administrative EN? An Administrative Employment Network is an association of providers organized under an EN of Record to combine their resources to function as a single EN to provide appropriate employment, vocational rehabilitation, or support services to beneficiaries with disabilities 3 1

2 The Work Without Limits AEN The Work Without Limits Administrative Employment Network (WWL AEN) partners with community based vocational rehabilitation programs to help them maximize revenue through the Ticket to Work program. Our Work With Ticketholders is focused on providing work incentive counseling to support their self-sufficiency goals. 4 WWL AEN Background The WWL AEN is housed at the University of Massachusetts Medical School s Disability Health, and Employment Policy Unit (DHEP) which manages Work Without Limits. 5 Work Without Limits Includes A statewide network of employers and partners with the goal of increasing the employment of people with disabilities. The Jobs Without Limits online job board specifically for job seekers with disabilities seeking to work and advance their careers, and for the employers who seek to hire them. 6 2

3 Why Did We Choose the AEN Model? Our experience at Work Without Limits indicated that many community based vocational rehabilitation programs were not participating in the Ticket to Work Program because of the time required to apply to become an EN and the administrative requirements of managing the program. 7 Why Did We Choose the AEN Model?, Cont. We also became aware that many existing ENs were no longer participating in the Ticket to Work program due to the administrative responsibilities of managing the program and staff limitations. 8 Why Did We Choose the AEN Model?, Cont. We believed that we could help these organizations generate significant Ticket revenue and use our experience in providing work incentives counseling to help Ticketholders achieve their selfsufficiency goals. 9 3

4 Development of the WWL AEN The WWL AEN was approved as an Employment Network by the Social Security Administration in September Since that time: We have added 12 partners Assigned 140 Tickets Generated over $300,000 in Ticket revenue to date with expected revenue of $275,000+ in FY What Services Does the WWL AEN Provide? The WWL AEN provides our partners with full service administrative support in managing the Ticket to Work Program, including: IWP development Ticket assignment 11 What Services Does the WWL AEN Provide?, Cont. Developing earnings documentation, using either the Ticketholder s pay stubs or Work Number (Equifax) reports Submitting payment requests Distributing payments to our partners Providing partners with monthly reports re: Ticket Assignment and Payment 12 4

5 Staffing Staffing Includes: DHEP Director providing Administrative oversight to the program WWL Project Manager responsible for Ticket partner development, partner liaison, and oversight of program operations 13 Staffing, Cont. Part-time certified benefit specialist responsible for intake, Ticket assignment and long-term enhanced benefit counseling to Ticketholders Part-time administrative staff who processes referrals and manage our data base 14 Our Partners 10 Community Based Vocational Rehabilitation Organizations providing employment supports for individuals with disabilities 1 One Stop Career Center 1 Statewide Peer-Operated Networking Organization providing training and certification to mental health peer specialists 15 5

6 Potential Partners Adding additional Community Based Vocational Rehabilitation Organizations Adding additional One Stop Career Centers Partnering with Community Colleges, all of whom provide services to students with disabilities Our goal is 20 partners in FY Partnership Agreements We develop MOUs with all of our partners detailing mutual and specific responsibilities. Initially, MOU were written for 2 years as we renew we are seeking 5 year agreements. 17 Payment Split Generally, we operate with a 50/50 Ticket payment split with our partners. 18 6

7 Referral Process We receive an average of 25 referrals a months to the AEN. A major motivation for referral is the need for long-term enhanced benefit counseling for individuals who are working or seeking employment. 19 Referral Process, Cont. Complete the one page referral fax cover sheet with the individual s signature to allow us to release information to the referring agency Complete both SSA 3288 release forms. This will allow us to obtain the individual s Social Security record (Benefit Planning Query) 20 Referral Process, Cont. Within two working days the WWL AEN will: Confirm receipt of the referral to the counselor via Reach out to the referred individual to schedule intake Request individual s record from Social Security (BPQY) 21 7

8 Long Term Enhanced Benefit Counseling Our certified benefit specialist provides detailed work incentive counseling and ongoing support with the goal helping individuals achieve self-sufficiency. 22 Long Term Enhanced Benefit Counseling, Cont. Support includes explaining SSA, healthcare, and housing work incentives and the development of a individualized plan to achieve self-sufficiency. 23 Long Term Enhanced Benefit Counseling, Cont. Application of Work Incentives such as: Impairment Related Work Incentives Employer Subsidy PASS Student Earned Income Disregard QMBY, SLMBY (Medicare) Medicaid By-In 24 8

9 Long Term Enhanced Benefit Counseling, Cont. We also provide quarterly follow-up for all individuals with assigned Tickets. Benefit counseling services are referred to our in-house WIPA Team, as appropriate 25 Paystub Documentation We are in regular (often monthly) contact with assigned Ticketholders who are working at billable levels requesting copies of pay stubs. We find we have a high level of return on these requests because Ticketholders know we are tracking earnings related to their work incentives. 26 PII Considerations The WWL AEN is in compliance with all PII regulations required by SSA Information regarding Ticket assignment is not shared with partners unless that partner provides us with documentation of Suitability Determination The WWL AEN strictly observes firewall requirements involving the WWL WIPA 27 9

10 Challenges Each partner is different with different cultures, service models and populations This requires regular contact to understand each of our partners needs The high referral volume requires timely intake and service to the individuals referred 28 Challenges, Cont. Managing a significant volume of pay documentation requires regular outreach and data entry Providing a growing number of Ticketholders with complex work incentives needs 29 Successes We have been able to develop an excellent network of providers who are now receiving payments through TTW We are providing beneficiaries with a high level of on-going support related to their benefits with self-sufficiency as their goal The solid majority of our payments are for individuals earning above SGA 30 10

11 Successes, Cont. We are receiving a high level of payments and feel we have developed a sustainable AEN model 31 Exercise Let s break in to small groups and discuss how your EN might develop an AEN capacity. Please report after discussion. What strengths do you have that you might be able to offer partners? Who might your partners be? What capacities do you already have and what might you need? What might your service model look like? 32 THANK YOU! 33 11