Sustainable, Competitive Integrated Employment (CIE): Pathways to Careers as a Model

Transcription

1 Sustainable, Competitive Integrated Employment (CIE): Pathways to Careers as a Model Pathways Evaluation Outcomes - Building Capacity for CIE through the Pathways Customized Employment Model Noelle Denny-Brown, Mathematica Policy Research

2 Overview Policy context Pathways to Careers objectives Overview of Pathways evaluation Employer engagement Lessons learned 2

3 Policy Context and Pathways Objectives 3

4 Policy Context In recent years, federal policies have emphasized employment and community integration for people with disabilities 4

5 Pathways to Careers Objectives Pathways provides people with significant disabilities an informed choice of competitive and integrated employment Objectives: Eliminate existing barriers and disincentives to full participation in the workplace for people with significant disabilities Incentivize employers in all sectors to hire and retain workers with significant disabilities 5

6 Pathways to Careers Objectives (Cont.d) The Pathways service model offers people with disabilities an informed choice about integrated employment options. Pathways uses a combination of strategies that help build capacity for customized integrated employment. Discovery Expanded Discovery and Paid Internships Integrated Supports, Employment and the EPTA Post- Employment Support 6

7 Why is Pathways important? How do we create service models so that integrated community employment is possible for all people, including those with significant disabilities? The Pathways service model provides a framework that states and NPAs can implement to help people with disabilities access employment. 7

8 Overview of Pathways Evaluation 8

9 Overview of Pathways Evaluation Includes four types of analyses: 1. Implementation 2. Participation 3. Costs 4. Outcomes (pre-post comparison of participant outcomes) Mixed methods evaluation relies on several sources of data: Application data, Administrative data on program participation and service use, Participant surveys conducted 6, 12, 24, and 36 months after enrollment, and Interviews with key informants. Four demonstration sites: (2012) PARC Clearfield, UT (2015) WORK, Inc. Boston, MA; JVS-Detroit - Detroit, MI; ServiceSource - Oakton, VA 9

10 Eligibility and Referral Sources in Utah Site Eligibility: Diagnosis of autism spectrum disorder or intellectual or developmental disability Age 18 or older Reside in Davis County, Utah Referral sources in Utah site include: Facility-based employment program at the Pioneer Adult Rehabilitation Center (PARC) Davis School District s post-secondary transition programs: Students Transitioning for Educational and Personal Success Students Transitioning to Adult Responsibilities Community Supports waiver program waiting list for people with intellectual disabilities 10

11 Participant Characteristics at Application, by Referral Source at Utah Site ALL (N=90) PARC (N=27) Medicaid waiver waiting list (N=25) DSD STEPS/STAR (N=38) Male (%) Average age Caucasian (%) Needs help or equipment with at least one ADL (%) Benefits received in month before application (%) SSDI SSI Source: Pathways application data for participants in cohorts 1-4. PARC = Pioneer Adult Rehabilitation Center; DSD = David School District; STEPS = Students Transitioning for Educational and Personal Success; STARS = Students Transitioning to Adult Responsibilities. 11

12 Service Delivery Outcomes at Utah Site Discovery (Averages) Participant hours weeks in Discovery Hours p/activity Staff hours p/participant 42.5 Internships (Averages) 19 week wait to first internship 1.9 internships p/ participant 167 hours p/internship 10 weeks p/internship 21 participant hours p/internship per week 29% of hours with onsite staff support Employment/EPTA 93 employers 129 completed internships 32 participants hired $9.42 p/hour (average) 42% offered health insurance EPTA payments for 16 participants EPTA payments totaled $103K 12

13 Internship and Employment Characteristics Percentage of employed participants obtaining a job after one internship 43.8% Percentage of employed participants obtaining a job after two internships 34.4% Percentage of employed participants obtaining a job after three internships 9.4% Percentage of employed participants obtaining a job after four or more internships 12.5% Median number of weeks from intake to employment 59.9 weeks 13

14 Characteristics of Completed Internships All Cohort 1 Cohort 2 Cohort 3 Cohort 4 Median number of hours per internship Median internship duration (weeks) Median participant hours per internship per week Median hours of Pathways staff support per internship Percentage of internship hours with support

15 Pathways Cost Estimates 15

16 Pathways Cost Estimates Estimated average annual cost per participant is $12K. 16

17 Estimated Costs per Participant, by Phase Annual Cost Discovery $14,967 Paid internships/job development $15,833 Expanded discovery activities $14,393 Internship wages and FICA $1,440 Post-employment supports $2,959 Post-employment activities $901 EPTA $2,058 TOTAL $12,081 Source: Data on Pathways expenditures. Note: Excludes costs for rent/utilities and executive and program leadership labor costs. 17

18 Distribution of Pathways Costs, by Phase % of Total Costs Discovery 19.4 Paid internships/job development 73.7 Internship wages and FICA 6.7 Other costs 67.0 Post-employment supports 6.9 EPTA 4.8 Other costs 2.1 TOTAL Source: Data on Pathways expenditures. Note (1): Excludes costs for rent/utilities and executive and program leadership labor costs. Note (2) :Other costs include Pathways labor costs, other direct costs (CPR certification for interns, purchased services for participants, and tutoring for participants), indirect costs, and unincurred costs (e.g. a driver who transports participants). 18

19 Employer Engagement 19

20 Motivation Case studies of two employers to understand factors that have contributed to its successful partnership with Pathways. Highly successful partnerships: Employer has hosted at least four interns, hired at least two, and used the EPTA Understanding the employer s motivations can inform Pathways employer recruitment efforts and aid in the program s replicability. 20

21 Methods Selected employers include Futura Industries and Davis School District Semi-structured telephone discussions with a range of respondents Company executive Direct supervisor Pathways participants Pathways staff 21

22 Lessons Learned 22

23 FUTURA and DSD: Paid Internships Were Deciding Factor to Collaborate with Pathways Internships revealed the degree of compatibility between the participant s interests, skills, and abilities and the requirements of the position at little cost to the company. For the DSD, internships provided a no-risk way for staff to observe Pathways participants ability to support DSD staff and also eased staffing constraints. 23

24 FUTURA: Early Support from Pathways and Open Communication Were Vital to Assimilating Participants Early support from Pathways staff helped each participant to: become acquainted with coworkers understand the practices and policies in the workplace learn how to perform job duties Frequent and open communication between participants and their supervisor helped establish trust and identify needed accommodations. 24

25 DSD: Optimal Job Match Occurs When a Participant s Talents Fill an Organizational Need The Davis School District hired four Pathways participants Each participant s talents and skills are aligned with the requirements of the position they filled, allowing them to thrive in their role and demonstrate value to the organization Find a fit and a need, and be patient. Allow the process to have some time to see if it s successful....don t bring them in with minimal expectations; they can do a lot more than we think they can. On occasion, if it is not a perfect fit, then maybe there is somewhere else in your company where it will be. Flexibility is critical. DSD staff member 25

26 FUTURA and DSD: Competitive Wages Can Help Participants Achieve Financial Independence Futura hired two Pathways participants in 2013 and 2015; both have become financially independent and transitioned off of federal disability benefits. One participant hired by the DSD in 2014 also achieved financial independence and left the disability rolls. 26

27 FUTURA and DSD: Employers Should be Open to the Possibility of Hiring Workers with Disabilities According to Futura and DSD staff, Pathways participants have been strong additions to their organization s workforce, and have resulted in positive changes to the organization s culture and its employees. The change that [participant] has made with our workforce and the departments he s worked within has been very positive. He brings out the best in people.if you look at [participant] and what he s achieved and learned while here, that s huge. But, if you look at what he s brought to the culture and staff [within the organization], that s even greater. Futura staff member It [Pathways] has opened eyes to the fact that people with disabilities can function and be successful....a lot of people would say we d welcome somebody with a disability, but in reality you go in with fear. This experience has eased that fear and speculation. DSD staff member 27

28 Acknowledgements This research was supported by SourceAmerica under contract INST Co-author: Marisa Shenk The opinions and conclusions expressed are solely those of the authors and do not represent the views of SourceAmerica or any government agency 28

29 Questions? 29

30 Contact Information Noelle Denny-Brown Senior Researcher Mathematica Policy Research, Center for Studying Disability Policy (617)