Advancing Employment for Individuals with IDD Creating a comprehensive model for change. July, 2015

Transcription

1 Advancing Employment for Individuals with IDD Creating a comprehensive model for change July, 2015

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6 Holistic Perspective Individuals & Families Employment Supports Community Rehabilitation Provider Practices Individual Employment Outcomes State Policy & Strategy

7 Holistic Perspective Community & Labor Market Individuals & Families Employment Supports Workplace Community Rehabilitation Provider Practices Individual Employment Outcomes Federal Policy State Policy & Strategy

8 Where it fits: ICI Affiliated Projects Research & Evaluation Access to Integrated Employment AIDD Employment Consultants Role NIDRR: RRTC/CL Community Life Engagement / NIDRR RRTC Demand Side Strategies / NIDRR ExploreVR.org NIDRR AT Programs Data Center RSA RRTC on Advancing Employment Training College of Employment Services Job-Driven Vocational Rehabilitation TA Center RSA Service ICI Employment Services DDS, MRC, Schools Systems Change State Employment Leadership Network Member funded Partnerships in Employment Systems Change / AIDD Employment Learning Community AIDD Florida EmployME First Florida DD Council RTAC VR Program Management / NIDRR

9 Strand 1 Individuals and Families Employment is a lifelong conversation and information and support are available on a just in time basis Types and pathways for information and support are effective and accessible

10 What we know Young adults with IDD expect to work Families shape expectations around employment Families provide logistical support Family knowledge around employment is limited Systems have a hard time interacting with families

11 Approach Scoping Literature Online/In-person Focus Groups Develop and test a strategy that Engages individuals and families early and often Focuses on the best ways to provide just the right amount of information at just the right point in time

12 Strand 2 Improving employment supports: Achieving consistent implementation of best practice Regardless of the job seeker s level of motivation, skill, experience, attitude, and support system, his or her ability to get a job will often depend on the effectiveness of employment specialists Simply stated, if (the employment specialists) are good, job seekers get jobs. If they are not, the barriers to employment for job seekers can become insurmountable (Luecking et al., 2004, p. 29)

13 Limited implementation of best practices Percentage of weekly hours spent in support activities by 49 employment consultants over a period of two weeks With family members/acquaintances With employers, after hire With employers for job dev. negot. Outreach not on behalf of a specific JS With case managers, other professionals At work sites for job exploration Traveling with job seeker With job seekers for career planning At JS' workplace (e.g., job coaching, Reviewing job ads in newspapers, internet, Other Adm duties (e.g. office work, meetings, etc) 1% 3% 5% 5% 5% 6% 7% 9% 9% 10% 12% 28%

14 Percentage of employment consultants performing job search activities for most or all job seekers (N=163; 28 states) One-Stop Career Centers Searched without referrals in mind* Negotiated job descriptions Knocked on doors of businesses* Involved family members or acquaintances Asked employers about related businesses Attended business events* Approached past employers Made cold calls to employers Reviewed classified ads 16% 18% 27% 33% 34% 39% 51% 53% 53% 53%

15 Control Intervention Multi element interventions improve outcomes Baseline Post Baseline 5.5 jobs Training & 7.8 jobs Mentorship (+2.3) 5.2 jobs 4.1 jobs (-1.1) Higher Hourly earnings: + $1 (p<.10) Higher weekly work hours: (p<.05) Butterworth et al, 2012

16 Strand 2 Employment Supports A flexible model that accounts for variations in individual preference and need A scalable approach to improving employment outcomes

17 Approach Study 2.1. Learning from outstanding, employment consultants: Interviewing 16 employment consultants, job seekers, family members, and supervisors

18 Study 2.2. Improving the implementation of effective employment support practices: Randomized trial 100 employment consultants online training data-based performance feedback peer supports

19 Activity Log for Smart Phone

20 Community conversation 1. What key benchmarks do you watch? 2. How do you track progress in implementing effective employment support practices?

21 Strand 3 Community Rehabilitation Providers To understand CRP characteristics that promote transformation Provide tools to CRPs to enable change Model for supporting organizational restructuring in an efficient/scalable way

22 Supporting CRPs to Evolve Their Service Delivery Framework Through: Creation and assessment of a model framework for building the capacity of CRPs, Development of a toolkit to guide organizational transformation to provide high-quality integrated employment services, and Demonstration of an efficient scalable strategy (a facilitated, peer-topeer learning community) for supporting organizational transformation across networks of CRPs.

23 Toolkit Pilot Testing Through the Chapters of The Arc the Strand 3 team will use a combination of key informant interviews and an on-line survey in order to comprehensively field-test the CRP Organizational Transformation Toolkit. The establishment of field-tested products will lead to a scaling-up of practices to ensure proper design and effectiveness.

24 Provider Employment Leadership Network (PELN) The PELN will incorporate guided self-assessment, the development of goals and an action plan, and sharing and learning with CRP peers using a facilitated community of practice (COP). It is a cost-effective scalable intervention that supports CRPs to transform and rebalance their organizations to prioritize integrated employment.

25 Provider Employment Leadership Network (PELN) Members will attend the annual PELN Leadership Institute in Washington, DC hosted by The ARC. The Institute will emphasize the goals of peer relationship building, sharing selfassessment results, and collaborative organizational work plan development. The summit s content will be based on the toolkit sections.

26 How Chapters of The Arc Can Be Involved Through: Creation and assessment of a model framework for building the capacity of CRPs, Development of a toolkit to guide organizational transformation to provide high-quality integrated employment services, and Demonstration of an efficient scalable strategy (a facilitated, peer-topeer learning community) for supporting organizational transformation across networks of CRPs.

27 Strand 4 Aligning policy and practice at the state level across agencies National policy Expansion of Employment First policies 44 states with initiatives 32 states with policy or directive But Inconsistent and competing priorities Integration across systems

28 High-Performing Framework

29 Strand 4 State Policy and Practice Understand the essential components of high performing cross-agency employment service systems Systems intentionally align practices with a priority for employment and bring components to scale

30 State IDD agency policy and practices: Policy analyses Service definitions: Changing CMS rules and expectations on community and employment Case management guidelines and strategies Managing service quality and fading of supports Interagency collaboration with VR and Education Engaging individuals and families

31 Planning for Organizational Change

32 T-TAP Lessons Learned Goals Whole Person Expectations Organizational Change Outcomes Partnerships Resources Just Do It

33 What s Your BHAG? 60 jobs in 2006

34 100% of individuals supported Work in integrated settings. Are compensated for work performed; Work at least 80% of the days and/or hours in their Individual Plans; Receive ongoing Career Planning and Development Have a contingency plan for layoffs and terminations

35 What are your program goals? For employment? For community engagement? Other?

36 Communicate Expectations Policy Outreach Celebration Terminology

37 Policy We will only support individuals in individual jobs We will not accept new referrals to our workshop We will target community employment for all new referrals

38 Inclusion - The Arc Policies Related to Rights Adults should have the opportunity to: Have relationships of their own choosing with individuals in the community, in addition to paid staff and/or immediate family; Live in a home where and with whom they choose; Have access to the supports that they need; Engage in meaningful work in an inclusive setting; Enjoy the same recreation and other leisure activities that are available to the general public; and Participate fully in the religious observances, practices, events, and ceremonies of the individual's choice.

39 Employment - The Arc Policies Related to Life in the Community Position People with I/DD should have the supports necessary from individuals and systems to enable them to find and keep community jobs based on their preferences, interests, and strengths, work alongside people without disabilities, receive comparable wages, and be free from workplace discrimination.

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42 How are expectations communicated? In what ways is it clear that it is not business as usual? How is a day defined?

43 Resources OTJ Support- Individual Job Development OTJ Support- Group Off Job Support Other Travel without Travel Non-work Support Workshop support

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45 What staff positions and roles exist? What competencies and training are required? How are staff allocated?

46 Just Do It We have a strategic plan. It s called doing things. Herb Kelleher Southwest Airlines

47 Discovery Situational assessment Person centered planning Whole life planning Job shadowing

48 30 Day Placement Plan 30 day placement plan

49 What is the pathway to employment and how long does it take?

50 Collaboration

51 Nurture Partners

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53 What community partnerships are in place? How does the program use families, circles of support, and other person based partnerships?

54 Consider the Whole Person

55 How are community supports integrated with other formal supports including residential? How does the program support individual relationships as the location of services changes? What is the role of peer-to-peer supports?

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