Improving Employment Outcomes for Individuals with Disabilities

Transcription

1 A Service Provider s Perspective: Improving Employment Outcomes for Individuals with Disabilities Presented by: Kevin Walker, Jennifer Skelly, & Casey Herrmann

2 Our mission. To transform life into living for individuals, families, our staff and volunteers. We do this by providing support services, as a team, to individuals with disabilities or human service needs in ways that promote value, independence, and selfdetermination Integrity Excellence Collaboration Innovation

3 Overview Demographics & Operating Budget Provide services to over 350 individuals with intellectual and/or physical disabilities each day Serve area residents in 4 surrounding counties Over 495 staff members

4 Overview of Services Services Residential Community Supports (ISS/CSLA/LISS) Therapeutic Day Services Employment Training Community Learning Services Transitional Employment Supported Employment

5 Employment Patterns prior to CUSTOMIZED EMPLOYMENT Predominantly off the shelf jobs: 11 total placements Job duties/placements within industries consistent with typical stereotypes Very limited work hours/flexibility Poor job matches resulted in unsatisfactory job retention rates

6 Our Beliefs Guiding Employment Beliefs There is a job for everyone who wants one regardless of disability There are no prerequisites everyone is ready to work We will discover careers, not just jobs!

7 Our Beliefs Guiding Employment Beliefs Employment provides income & the opportunity to be independent Employment grants purpose & dignity Employment provides opportunities for social participation

8 Transforming Life into Living

9 Milestones November 2009 Greg Miller and Rich Leucking travel to Brazil where seeds of change are planted regarding future services. December 2009 Leadership met with Dr. Leucking, and Penn-Mar began receiving training & technical assistance from consultants with TransCen (11 placements with approximately 10% of services community based). July 2010 Launched employment initiative & developed Strategic Plan to shift away from sheltered workshop model to individualized integrated employment.

10 Milestones January 2011 Awarded grant from the Maryland Developmental Disabilities Council to fund training and technical assistance provided by TransCen, Inc. & Griffin Hammis & Associates. June 2011 Exceeded strategic plan goal of 25 placements with 28. July 2011 Shifted to holistic case management.

11 Milestones June 2012 Met strategic plan goal of 30 placements. December 2012 Penn-Mar discontinued sheltered work. June 2013 Exceeded strategic plan goal of 30 placements with 36

12 Milestones January 2014 Penn-Mar discontinued subminimum wage for those working in Transitional Employment/Enclaves. July 2014 Penn-Mar awarded a grant from the Maryland Developmental Disabilities Council to mentor two providers in Maryland. March 2015 Finalized Employment First Policy.

13 Strategic Plan Dashboard Critical Measures Total number of community-based jobs maintained: 84 Number of new jobs created since 7/1/ Number of individuals in jobs: 72 Projected # by June 30,

14 Employment Metrics Additional Metrics Average employment = 2 years 0 months Retention for new jobs created = 86% Average Pay Rate per Hour = $8.60 Average Hours per Week = Termination/QuitTurnover Rate = 18%

15 Some of this year s employers

16 From Sheltered Workshop to Community Employment

17 From Sheltered Workshop to Community Employment Role & Structure Changes Vocational Trainer - Program Instructor Roles changes - Job Developer & Transportation Coordinator Investment in New Employment Assistant Positions Holistic Case Management.

18 Overview What are some main reasons why people resist change?

19 Overview Main Reasons Why People Resist Change Fear of the Unknown: Mostly occurs when change is implemented without warning. Mistrust: Trust is built over time and employees who trust management may be more accepting of change. Loss of Job Security/Control Generally occurs when companies announce they will be restructuring..

20 Overview Main Reasons Why People Resist Change Bad Timing Timing is Everything Changes needs to occur at the right time with tact and empathy. Individuals Predisposition to Change Some embrace change because it enables them to grow and develop professionally. Others do not because they prefer a set routine.

21 Overview How does culture in an organization change? Person in leadership or a group decides the old ways are no longer working Figures out a change vision Starts acting differently and enlists others to do the same If new actions produce better results, if the results are communicated, new norms will form and new shared values will grow

22 Organizational Change Communication of Vision What is the change & why is it needed? How does it effect me? Will I need to learn new skills and if so will I get the training/resources I need to make this happen?

23 Organizational Change Communication of Vision Make decisions and solve problems based on the vision Performance evaluations and trainings tied back to vision Lead by example Walk the Talk

24 Organizational Change Create Short Term Wins & Build on them Nothing motivates more than success Reward & recognize staff who help meet targets Lead by example Walk the Talk Each success provides opportunity to build on what went right and identify what can improve

25 Organizational Change Remove Obstacles Identify staff who are resisting the change and help them to see what is needed Take action quickly to remove barriers Recognize and reward staff for making change happen When hiring new staff make sure they embrace the values

26 Organizational Change High Performance Strategy: Organizational Shift in Culture Training all staff on our Employment philosophy We are all career counselors! We are all responsible for supporting individuals in their jobs. Employment is an outcome for everyone who wants to work. Training on our employment process, discovery and providing job supports.

27 Organizational Change High Performance Strategy: Organizational Shift in Culture For individuals who do not want to work Encourage individuals to explore areas of interest. (Exposure proceeds interest.) Continue to have on-going discussions about employment at least on an annual basis. Must be documented in IP as to why they are not interested in work at this time.

28 Organizational Change High Performance Strategy : Resources Training & Technical Assistance TransCen, Inc Griffin-Hammis ACRE Certification Program through GWU Employment Support Coordinators Job Developers

29 Organizational Change High Performance Strategy : Resources Collaboration with key DDA Partners Organizational Change Peer Network MACS Employment Network DDA Employment First Advisory Committee DDA Employment First Regulations Workgroup

30 Organizational Change High Performance Strategy : Resources Collaboration with DORS. Utilizing DORS funding to pay for job development & intensive job coaching. Establishing strong rapport with DORS Counselors.

31 Organizational Change Performance Strategy: Clear Processes for Staff Establish and implement an effective employment process Career Discovery & Exploration 30 Day Action Plan Meetings Steering Committee/ Core Service Team Meetings

32 Employment Process Step 1: Career Exploration and Discovery Step 2: Job Development Step 3: The Hire! Step 4: Stabilization/Retention

33 Customized Employment 30 Day Action Plan Meetings Job seeker, anyone in his/her support network, and agency employment team members should all be involved Breaks job search down into a series of small well-defined measureable tasks/activities Tasks are divided out among all team members (including the job seeker)

34 Employment Process 30 Day Action Plan Meetings Ensures the job seeker is in agreement with every aspect of the job search Gives control to the job seeker over the direction of the job search More involvement job seeker has in search, greater their investment in finding the ideal job match

35 Customized Employment Exploration & Discovery Objectives What a typical day looks like routines & habits Responsibilities at home Support Needs Conditions for Success Motivation & Interest Pace, Stamina, and Accuracy/Quality Environment Relationships & Connections Strengths & Weaknesses Past work experiences

36 Customized Employment How can I incorporate Customized Employment into their business? Understand their operational needs, backlogs or time consuming tasks Know the skills, talents, and interests of your job seekers

37 Strategic Plan Annual Update Additional Metrics

38 Customized Employment Additional Metrics

39 Organizational Change Performance Strategy: Sharing Success Stories Social Media Family Support Groups Staff Orientation/Training Departmental Meetings Marketing Materials

40 Organizational Change Performance Strategy: Sharing of Success Stories

41 Organizational Change He's never missed a day of work and he's never been late. "It's a great way of getting something while giving something back at the same time. Paul Webber, Owner Archetype Frameless Glass

42 Organizational Change Performance Strategy: Sharing of Success Stories

43 Organizational Change Employer Perspective Ed McManama Principal at Central Middle School It didn t take long for teachers, administrators, and the entire school staff to realize Holly was making a real difference here. Her personality, her attitude toward her work, and her smile were infectious for all of us and for our students.

44 Organizational Change Success story Karen I love my life. I love my job! They need me at Sweet Frog. My customers like me. Karen Sweet Frog Shrewsbury, PA

45 Organizational Change Success story Aaron Hare, Store Manager Karen is a hard-working and dedicated employee. She always goes above and beyond. Karen is a pleasure to work with and any Sweet Frog employee would agree that she is more than a co-worker, she is also a friend.

46 Organizational Change Performance Strategy: Training & Accountability We are all career counselors! We are all responsible for supporting individuals in their jobs. Employment is an outcome for everyone who wants to work. Training on our Employment Process, Discovery and Providing Job Supports

47 Customized Employment Supporting Individuals at WORK Talk to them about their job on a daily basis Assess job satisfaction, address concerns Look for opportunities to increase Social Capital

48 Customized Employment Building Social Capital Identifying strategies to expand social networks Social Networks instrumental w/ finding and keeping a job People turn to social networks for counsel, companionship, and networking Help individuals build their community relationships/document

49 Our Mission Transforming Life Into Living

50 Community Employment Network, Network, Network! Research shows that 70% of people obtain jobs through their personal networks (hidden job market).

51 Customized Employment Our Greatest Challenges Transportation Getting people to/from work Shifting of staff mindset from care-giver to supporter Overcoming fears (loss of benefits being victimized, failing on the job).

52 Customized Employment Our Greatest Challenges Exploration & Discovery forgetting what you already know and developing skill based activities Maximizing available funding resources Overcoming employer stereotypes regarding the capabilities of our job seekers

53 Organizational Change Our Greatest Challenges Know the employer s expectations (ie. calling off shifts, schedule changes, etc.). Breakdowns in communication. Documenting achievements prior to starting employment process.

54 What are your greatest challenges? What are your greatest challenges in helping your job seekers find work? What are your greatest challenges in helping individuals keep their jobs?

55 Kevin Walker Director of MD Services (410) x295 Jennifer Skelly Director of PA Programs (717) x233 For a copy of this presentation visit: Casey Herrmann Employment First Administrator (410) x292 cherrmann@penn-mar.org