Final Report for Customized Employment Grant - WIT rev3 ...FINAL REPORT FOR THE CUSTOMIZED...
Transcript of Final Report for Customized Employment Grant - WIT rev3 ...FINAL REPORT FOR THE CUSTOMIZED...
FINAL REPORT FOR THE
CUSTOMIZED EMPLOYMENT GRANT
HEMPSTEADWORKS
WHATEVER IT TAKES -WIT
OCTOBER 2002 – DECEMBER 2006
(CFDA 17-720)
I. General statement describing the progress achieved during the grant
in accomplishing goals and objectives outlined in SGA and Grant submission.
The following denotes progress achieved during this grant period in
accomplishing the goals and objectives outlined in the SGA and grant
submission. These are general statements and not inclusive of all the
accomplishments of this Customized Employment effort.
• An increase in the number of persons served with disabilities at
the One Stop Center.
• Establishment of the Strategic Planning Team and subcommittees
comprised of key partners and vendors.
• Continued implementation and refinement of a service delivery
model which utilizes customized employment and universal design
strategies.
• Ongoing marketing and outreach to further increase the disability
communities’ awareness of the HempsteadWorks One-Stop Career
Center.
• Ongoing training, education and technical assistance to further
increase the capacity of One-Stop staff, vendors and partners to
serve customers with disabilities.
• Continued collaboration with public and private providers to
leverage funds, utilize programs and coordinate services.
• Increase in the use of new programs and resources from system
partners.
• Dissemination of exemplary strategies and best practices to
demonstrate system change, via quarterly Newsletters.
• Integration of successful strategies and promising practices into
policy and practice, including the development of a Guidebook to
enhance and ensure service and program availability for
customers with disabilities at the One-Stop.
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II. Describe how your grant has achieved your goals in the areas of individual outcomes as well as system change.
A. Individual Outcomes: describe the nature of services provided in individual served under the grant. Provide summary information of the number served, composite demographics of those served, composite outcomes in numbers who obtained employment, average wages, and average hours worked. Provide two case studies of individuals who received services under the grant. Include background prior to services (i.e., previous employment history, education or training, nature of disability), services received and outcome.
Attachment A to this report is the Summary Information of the Number
Served, Composite Demographics of those Served, Composite Outcomes in
Numbers who Obtained Employment, Average Wages, and Average Hours
Worked. Attachment B, entitled Whatever It Takes (WIT) Project Systems
Change Outcomes, compares outcomes achieved from “Year 0,” which is the
twelve month period immediately prior to the implementation of the project or
baseline year, and the four subsequent years and the No-Cost Period, during
which the project was implemented. The outcomes compared in Attachment B
include the following:
• Total Individuals with Disabilities served by the HempsteadWorks System
and Center
• Total Individuals with Disabilities who Entered Employment
• Individuals with Disabilities Served who Meet the Customized
Employment Grant Eligibility Criteria
• Individuals with Disabilities who Entered Employment and Meet the
Customized Employment Grant Eligibility Criteria
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The outcomes identified in Attachment B generally display a dramatic increase
in services to and employment of individuals with disabilities in general, as well
as individuals eligible under the Customized Employment Grant criteria.
The data presented in Attachment B was captured and reported through the
HempsteadWorks Quality Assurance Program (HWQAP). Data pertaining to
customer satisfaction, that was obtained through HWQAP, is contained in a
PowerPoint presentation overview of the WIT Project, which is included as
Attachment D to this report.
Services provided to individuals consisted of a holistic approach that included
person-centered planning, pre-employment skills workshops, individual
counseling, job coaching, internships, work tryouts, placement assistance and
employment follow-up. Each consumer’s case was unique and entailed a
specific job development or training strategy. Support systems were
established with family members, employers, advocacy organizations, and
other agencies that were instrumental in achieving customers’ employment
goals.
A survey questionnaire was developed and mailed to all customers who
participated in the program. The questions were designed to extract
information pertaining to services received by customers and their current
employment status. Based on the attached Whatever It Takes Consumer
Survey (see survey for specific questions - Attachment #1) the following
information was collected.
150 customers were sent the survey in July, 2006.
55 Responses were obtained; 43 were mailed in and 12 were done over the
telephone by WIT staff.
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The survey gathered information on customers’ employment status and
responses to the delivery of services provided by the WIT program.
Employment Status
Of the 55 that responded more than half (33) were employed.
Of the 33 employed 19 Customers received some type of accommodations on
the job.
Salary
Hourly wages ranged from $6.00 – $62.00 per hour. The $6.00 an hour wage is
the salary that reflects minimum wages during our first year of funding.
An Occupational Therapist who works part-time is an independent contractor
and earns $62.00 per hour.
Job Titles
Job titles reported by participants included but were not limited to: Lab
Assistant, Teacher, Occupational Therapist, Warehouse Clerk, Greeter, Porter,
Food Pantry Assistant, Loading Zone Operator, Office Aide, Dish Washer, Data
Entry Clerk, Landscaper, Home Health Aide, Janitor, Proprietor etc.
Program Service Satisfaction
84% who responded to this question indicated that they were Satisfied –to-
Very Satisfied with the WIT services,
15% indicated that they were not satisfied.
(6 – Not satisfied 16 – Satisfied 16 – Very Satisfied)
Seventeen customers did not answer this question, mostly from the individuals
done over the telephone.
Program Services Provided
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The following are the most frequently used program services:
• Resume Preparation, Job Placement, Travel/Clothing Expenses.
• Mock Interviews, Job Coaching and Pre-Employment Workshops.
Job Satisfaction
When asked if they were satisfied with their current positions, 23 indicated
that they were satisfied, 6 were not satisfied and 4 customers did not respond
to this question.
Case Study No. 1
David Menasha joined the WIT program in June 2004 after transitioning out of
high school. He has multiple impairments, including seizure disorder, learning
disability, and anxiety issues regarding making changes in his daily routines.
He is also a bright, honest hard worker with an up-beat personality.
While in transition, David interned at a number of local stores where he
replenished stock, moved displays, retagged items, and engaged in similar
activities. These internships were his only exposure to the world of work and,
while he enjoyed these experiences, he did not know what else he might like
to do. It was decided that he should participate in a vocational evaluation to
determine the type of work for which he is best suited. The two areas he
scored highest in were maintenance and retail.
During the time David was in evaluation, his Placement Specialist was
developing prospective employers for other WIT customers and met with the
Human Resources representative of Admiral Craft Equipment Corp., a company
that distributes restaurant equipment and supplies. Admiral had two positions
open for assembly workers to put highchairs together and would not consider
hiring only one person for this job. The Placement Specialist had someone in
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mind but was at a loss for the other person. A few days later at a weekly WIT
meeting David’s name came up and was thought of as a possibility.
The Placement Specialist met with his Case Manager and WIT Job Coach and
while they had reservations, both felt he should interview for the position. If
he did well that would be a move forward and if not, it would be a learning
experience. Everyone felt strongly that he could do the work (with the
assistance of a Job Coach), so later the Job Placement Specialist met with
David to ask what he thought. He did not reject the idea outright but was
concerned because he had no experience with assembling. Knowing he would
have a Job Coach made his comfort level rise, but he wanted to think about it
and talk with his family. Two days later he called to say he would give it a try.
He began working on August 1, 2005.
David and the other WIT customer worked well together and over the next few
weeks gradually eased into a comfortable working partnership. One aspect of
David’s disability is that he sometimes has difficulty concentrating. With the
continued assistance of his Job Coach he was able to stay on track and learn all
the tasks his job required. Unfortunately, after only four weeks on the job, the
flare-up of an old injury forced the other assembler to stop working. David
worked by himself for two days and did an excellent job, but the company was
adamant that this position required two people.
Fortunately, the employer recognized that David was a diligent worker and
while they did not have another assembly position for him, they did need
someone to work on short-term projects. To stay employed, David had to
adjust to performing different tasks each day. This was not an easy transition
for a person with issues about making changes, but he worked with his Job
Coach and ultimately made the adjustment. On a recent visit at his job site
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the Job Placement Specialist found David boxing 500 mixing bowls. David
proudly informed the Job Placement Specialist that the next day he would be
putting bar codes on 1,000 salt and pepper shakers.
David still hopes that one day he will assemble highchairs again. No one knows
if that will happen, but in the meantime he is working for an employer that
recognizes and appreciates his abilities. David is much more self-confident and
now actually enjoys the variety of his work (he is working on his own) as well as
his daily social interactions with his co-workers. That includes holiday parties.
The most recent party was attended by the “Secret Santa” who left David over
$100.00 in gift cards.
Case Study No.2
One of the customers to join the Whatever It Takes (WIT) program was Keith
Haarmann, an amiable young man with Cerebral Palsy. He uses a wheelchair,
has limited use of his hands, and has difficultly speaking clearly. The search
for competitive employment for Keith was long and sometimes became very
frustrating. The WIT staff was well trained and learned to pursue employment
opportunities with patience and vengeance. The key to finding competitive
employment for our population is making the right match between customer
and employer. The customized employment strategy process must involve an
employer who welcomes the opportunity to work with a disabled person and
will, if need be, make accommodations for that individual.
The search for a job for Keith did not unearth any possibilities, and a year went
by without finding the right situation for him. While the WIT staff members
always had him in mind, they really did not know his capabilities. He was
evaluated at the Kornreich Technology Center and the staff was aware of his
limitations, but not fully aware of his abilities. A job assessment began with
Keith and a Job Coach at Toys ‘R’ Us in Carle Place. The first thing that the Job
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Coach noticed was that Keith never said “no” and would try anything. The Job
Coach was able to actively observe the customers abilities and she learned that
Keith had a very good memory.
In carrying out the task to return “throw backs” to their correct place, the Job
Coach noted that Keith would return items to their proper location, 99% of the
time. Also she noticed that Keith was reluctant to use his communications
board. Though he carries the board with him he rarely uses it.
The Job Coach approached an employer she was familiar with but
unfortunately he was not inclined to take Keith on at that time. Six months
passed (six long months) and the employer called the Job Coach inquiring about
Keith. An appointment was made to discuss his abilities and how he might
work within their organization. Keith came and met the office staff, and three
weeks later he began an internship. Because of the job assessment, the Job
Coach was pretty clear on what Keith could do. However, on the first day
Keith accomplished tasks that no one considered him doing. For example, he
was given a stack of documents and asked to photocopy them. As he moved
toward the copier the Job Coach suggested ways to set the job up. Keith was
quiet for a few minutes and then he suggested a different way of doing it and
to the Coach’s surprise it was a better and faster way.
Keith is asked to do things that are very difficult for one with his physical
challenges. He doesn’t do them as quickly as someone without his physical
limitations, but each time he performs tasks a little better and a little faster
than he did before.
Observing Keith on the job provided the Job Coach an opportunity to create a
device to assist him with his tasks. Discussions about some of the difficulty
Keith was having on the job were pursued with the Kornreich Technology
Center as well as suggestions on how we could make his workday easier. For
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example, Keith was given a stack of preaddressed 9” x 12” mailing envelopes
and he was required to insert a three page document into each.
This task is not easy to do when you only have the use of one hand. With the
use of some common household items, a bookstand and thick cardboard, the
Job Coach created a prototype of an envelope stuffer. She later shared this
prototype with the staff of the Kornreich Technology Center who not only had
suggestions but also improved it by creating a new one made of plastic splinting
material. Keith was then presented with a much sturdier version called the
“Shuttle” because when not in use for its intended purpose, it looks like a
paperweight in the likeness of the Space Shuttle.
This is a success story in a number of ways, primarily because a match was
made with the “right” employer and employee.
B. Systems Change: describe the impact of the grant in
i. Capacity building
The capacity to achieve positive workforce outcomes included changing
perceptions, attitudes, and the understanding of the issues related to
disabilities, as well as improving the access and availability of several different
types of resources (e.g., funds, staff, time, resources, policies, procedures)
and services for people with disabilities. During this grant period the following
took place at the One Stop Career Center that enhanced positive outcomes for
customers with disabilities:
• Staff members have been selected on the basis of their
educational background and experience with the targeted
population. The number and type of staff devoted to the program
and the staff background and training received are also taken into
consideration. From Abilities, Inc. the number of staff involved
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with providing direct services to individuals with disabilities
included;
3 - Case Managers,
3 - Job Developers,
2 - Job Coaches, and
In addition, a percentage of Administrative staff time was provided
to the program to oversee the development, implementation,
reporting and training. Excellent training opportunities, seminars
and teleconferences are offered and attended by the staff. These
sessions are made available through HempsteadWorks, Abilities, Inc.,
ODEP, DOL/DPN, and other agencies and social service programs.
• The ability of staff to work with customers with disabilities was
also an important element in building the capacity for the
program. Staff members must be aware of and sensitive to the
various needs of people with disabilities. Staff members had prior
experience with this population and all staff members were
required to attend disability related trainings and seminars.
More specific trainings were offered for the various positions
within the WIT program. The workshops and trainings helped to
improve the staff’s capability to work with and service the needs
of the targeted population.
• A wide range of trainings and workshops were offered by Abilities,
Inc. These sessions were offered to participants of the WIT
program, individuals with disabilities, family members,
employers, staff, outside agencies and service providers. General
pre-employment workshop sessions were held in small groups for
the WIT participants.
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Abilities, Inc. offered workshops for One-Stop staff, partners, and vendors as
well as for customers and their families. The following list some of the Staff
workshops and trainings which were most recently offered by Abilities, Inc. :
Assisting Consumers to Effectively Address Disclosure Issues Assistive Technology at the Workplace Assistive Technology for Learning Disabilities Fetal Alcohol Syndrome – Problems, definitions and Interventions for Adults Protecting Children from Child Abuse Issues and Concerns Protecting Adults from Abuse Knowing the Difference between Rheumatoid and Osteoarthritis Cerebral Palsy The Different Modalities of Pain Management Anxiety Disorders Osteogenesis Imperfecta The Importance of Mentoring and Internship Opportunities Behavioral Based Interviewing The Expansive Role of Temporary Agencies Building Financial Health Improving Your Productivity with Windows Identify Theft and Credit Card Fraud Needs of Corporate America How to Integrate into the Workforce and Work Culture Work Incentives for Individuals with Disabilities Internal and External Customer Service How to Continually Market Yourself in a Positive Way How Government Agencies Hire Coping Positively with Stress The following list some of the workshops and seminars that were most recently offered to social security beneficiaries, individuals with disabilities, families, service providers and staff of the One Stop Centers: The Basics of Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI)
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Current Regulations from the Social Security Administration Impairment Related Work Expenses (IRWE) Medicaid and Persons with Disabilities Preventing Overpayments on Supplemental Security Income (SSI) and Social Security Disability Insurance (SSDI) Reporting Income to the Social Security Administration (SSA) The Ticket to Work and Self-Sufficiency Program What Is the Benefits Planning Assistance and Outreach (BPA&O) Program and How Can It Assist with the Transition Back to Work Pre-Employment Skills Health and Personal Hygiene Proper Interview Attire
• The methods used to educate relevant stakeholders and One-Stop system
personnel about delivering employment outcomes for people with
disabilities included shadowing the WIT staff’s work at the One-Stop
Center as they were serving customers with disabilities. WIT staff and
One-Stop personnel, joined in the intake process to provide
opportunities to observe, understand and ask questions in regards to
assessing the employment needs of customers with disabilities.
• Sources of referrals for program services were obtained from several
local agencies including the state vocational rehabilitation and other
organizations serving individuals with disabilities. Outreach
presentations kept local community agencies aware of WIT services.
Interaction with the following entities increased referrals to the
program: local School Districts, Public Libraries, Vocational
Rehabilitation Counselors – New York State Vocational Education Services
for Individuals with Disabilities, Center for the Blind and Visually
Handicapped, Community Outreach Centers, Department of Social
Services, Hispanic Counseling Center, Community Colleges and
Universities, Outpatient facilities, United Cerebral Palsy, Residential and
Day Rehab Programs, faith-based organizations, and others.
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ii. Partnership and coordination
One of the barriers to positive employment outcomes for people with
disabilities has been the lack of coordinated services. Services typically exist in
silos where job seekers with disabilities traditionally move from one silo to
another to obtain information and apply for and receive services. Resource
coordination among non-mandated partners has become more important as
customers with disabilities increased their utilization of the One-Stop Career
Center. The Disability Program Navigators (DPN) at HempsteadWorks (One Stop
Center) play a key role in the coordination of resources for customers with
disabilities.
Funded through a joint project of the New York State Department of Labor and
Social Security Administration, the DPN has worked collaboratively with project
staff to ensure that customers who face multiple barriers to achieving their
employment goals are provided up-to-date information about services and
programs in their community.
Partnerships were also evident in the provision of training and educational
opportunities to enhance organizational capacity for serving customers with
disabilities. During this grant period trainings and workshops were offered to
staff of all partnering agencies (See list of trainings on pages 7 & 8). These
sessions were useful educational tools and focused on improving the delivery of
services to customers with disabilities. In addition, training sessions for
Capacity Building and Disability Awareness were held for staff at the One Stop
Career Center. Topics for the sessions included but were not limited to:
Vocational Aspects of Disability: Cerebral Palsy
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Multiple Sclerosis Alcohol and Substance Abuse Traumatic Brain Injury Learning Disabilities Independent Living Resources Assistive Technology Demonstrations VESID and the State VR Process Ergonomics.
Inter-agency teams have been established with the One Stop Center, the local
VESID office and the WIT staff. Customers were referred to the WIT program
for employment assistance and agency representatives collaborated to ensure
the successful completion of individual placement goals.
In order to operate a successful program and assist customers with achieving
their career goals, the staff networked with outside agencies to assure the
availability a full array of support services for the individual. Some of the
participating agencies included but were not limited to: EAC, F.E.G.S. Health
and Human Services, Family and Children Services, VESID, Hispanic Counseling
Center, Leadership Training Institute, Long Island Council for Independent
Living, Life’s Worc, ODEP, School Districts, ProjectReal, Progress House, Town
of Hempstead, Nassau County Department of Social Services, CBVH, the
National Business and Disability Council, HempsteadWorks, Department of
Labor, Goodwill, Easter Seals, and other disability organizations and resource
agencies were utilized.
The roles, commitments, and contribution of each partnering agency varied
depending on the specific needs of the customer. All One-Stop customers,
including those with disabilities, were introduced to the vast array of programs
and resources available within the system and were referred to the WIT
program for Customized Employment services, if appropriate. Project
participants were also enrolled in WIA to ensure full access to resources. The
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Workforce Investment Board established this policy to ensure that project
participants are enrolled in WIA Title I for tracking of data and access to all
funding options, including Individual Training Accounts.
The WIB has an existing policy to include people with disabilities among those
who receive “priority for service”. In an effort to leverage additional funding
and services, customers with disabilities were provided information and the
option for referral to VESID and other partner agencies that were able to
provide funding/services utilizing a blended funding approach. The initial
enrollment of a customer to a specific agency determined which partner would
utilize their funding sources to help that individual achieve their career goal.
When possible, funding was blended or braided in the interested of the
customer. Training, vocational evaluations, and transportation cost were areas
all discussed and resources shared with each partner agency.
Regular WIT Strategic Planning Team meetings were held to discus the
outcomes and improvements of the program. The Strategic Planning Team
provided guidance and evaluation, and offered the views, issues and concerns
of their respective organizations. The Team had set goals and periodically
assessed the capacity for the integration of services for persons with
disabilities and identified areas that need to be addressed.
Relationships developed specifically for the customers generally entailed
partnering agencies that aided the employment/career goals of the individual.
Case conferences were scheduled to ensure that the proper services and
supports had been provided. Until the customers were placed on the job,
interactions included telephone conferences, team meetings, case
management sessions, formal and informal gatherings, and meetings to identify
service needs among partners.
Sharing services, leveraging funds, and shared staff expertise among partner
agencies were vital to achieving program goals. Specifically, coordination of
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services with the New York State Vocational and Educational Services for
Individuals with Disabilities (VESID) office facilitated and greatly enhanced
services to customers seeking employment.
Collaboration with the One-Stop Career Center and VESID proved to be a win-
win system for all parties concerned. These agencies working together offered
a full range of services and made this a cost efficient system that was
convenient for the customers.
The policies and procedures for coordinating funding, staffing, and grant activities
with the One-Stop Career Center and Abilities, Inc. worked well during the grant
period. Access to other partners’ services further improved the provisions made
for the customers. A prime example of such collaboration is the one among
Abilities, Inc., the Kornreich Technology Center and Columbia University’s Fu
School of Engineering and Applied Science.
This collaboration utilized the services and educational expertise of the students
from Columbia University who designed customized accommodations for a WIT
customer which enhanced his ability to complete his tasks on the job. The
students designed a prototype of an Envelope Labeler, which aided the customer
with limited use of his hands, to accomplish tasks related to labeling and stuffing
envelopes. (See IIA Case Studies)
The project served customers in a suburban area in Nassau County, Long Island,
which lacks adequate public transportation to training and employment sites.
Transportation is a primary barrier for individuals with disabilities seeking
employment. For persons with multiple barriers and significant disabilities, the
level of effort required for placement is much higher than for those with specific
vocational skills and solid work experience. This has a negative impact on the
performance measurement systems that have been established for the general
population. The level of difficulty, based on the number and nature of existing
barriers (transportation for example), should be taken into account for difficult
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populations in order to encourage rather than penalize the results of the One
Stop system for serving all job seekers.
iii. Customization
Instead of a one-size-fits-all approach, the WIT program utilized
customized/individualized strategies to assist people with disabilities in
seeking, obtaining, and retaining employment. Customization was also applied
to assist employers in hiring candidates with disabilities, including workplace
accommodations and job restructuring. The WIT program used a holistic
approach to addressing multiple needs and barriers. This included the
involvement of the customer, family members, advocacy organizations, and
potential employers. The Case Manager worked closely with the customer to
identify the proper job placement and to ensure that the available resources to
aid in the employment and retention process would be used.
Each case is different and each case entails a specific job development or
training strategy. Since family members are important when it comes to the
support system they were encouraged to participate in the job preparation.
When available, family can be instrumental with transportation assistance,
support and motivation.
An essential element in customized employment is negotiating job duties to
align the skills and interests of the job seeker to an employer's needs. These
are not typical job matching strategies of the One-Stop system. Based on the
information elicited through an individual’s Person-Centered Planning process,
WIT staff identified specific employers. By identifying applicants’ skills and
understanding employers’ business needs, potential jobs were created and
carved through negotiations.
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The use of services such as the Social Security Administration’s Benefits,
Planning, Outreach & Assistance (BPA&O) program helped individuals
understand the work incentives available and how their benefits might be
affected when they return to work.
Each WIT consumer who received SSI and/or SSDI was referred to the BPA&O
program and, if needed, received benefits counseling, when appropriate,
family members were encouraged to participate as well. The WIT staff and/or
the Disability Program Navigators referred beneficiaries for BPA&O counseling,
utilizing a formalized referral system. During this process, consent forms were
signed, enabling the benefits counselor to streamline and expedite services in a
more organized fashion. The referring counselor would ensure that initial
appointments were established and that Benefit Reports were understood by
the job seeker.
Career exploration was made are available based on experience, education and
the availability of job openings. Occasionally an employer would participate in
a work try-out and then hire the trainee. Internships were used to familiarize a
client with the workforce and/or to gain some experience in an intended
career choice.
In some cases, positions were developed or applied for independently with no
disclosure of the disability. Each case was handled differently and based on
the specific needs of the individual. Abilities, Inc. offers a number of training
programs that assist with the career exploratory process. Customers are made
aware of the availability of training programs and are welcome to enroll if the
skill development is needed for achieving their career goal.
In order to ensure that policies and procedures were implemented to assist
customer choice and self-determination, the WIT staff focused on empowering
individuals to play an active role in their job search process. A Job Search Plan
or Individualized Employment Plan was developed for each customer and
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reviewed along with the Case Manager, Job Developer and Job Coach. This
plan outlined the responsibilities of the WIT Staff and customer in the
achievement of their employment goals.
Job Developers were trained to work with employers and assist them with
customizing available positions. Job Developers worked closely with employers
to have a good understanding of the job responsibilities and then take into
consideration the strengths, limitations, and qualifications of the customers.
In addition, the job placement staff reached out to and communicated with
local employers to learn about their concerns and adapt services and programs
to their needs. Job developers made periodic visits to local businesses to
become familiar with different industries, occupations, requirements for
positions and the availability of job openings. During these visits they
discussed anticipated job vacancies, advantages of hiring customers from the
WIT project and reassuring employers of the overall assistance available to
supporting job retention.
Several new techniques and technological systems were installed to address
physical and programmatic accessibility at the One Stop Career Center. The
“Working with Customers with Disabilities: A Guidebook to Success was
completed as part of the requirement of the grant. It describes in detail the
accessibility features, systems implemented and technology installed at the
One Stop Career Center.
iv. Development and evaluation of new practices Questionnaires, telephone calls, and job placement follow up (of employers and employees) were some of the procedures for tracking satisfaction with program services. Surveys sent to follow up with customers regarding program and job satisfaction and to identify successful on the job strategies are additional tools used to evaluate new and general program practices.
v. Other systems change variables
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N/A
III. Dissemination of information
Describe the types of information that have been actively disseminated and how they were disseminated.
The dissemination of information about the WIT program, its practices, processes and successes was achieved through several different methods, including the promotion of activities conducted by the One Stop Career Center and Abilities, Inc., websites, the use of the media and public forums, networking and communication with local organizations, and quarterly newsletters. Customer profiles were developed and put on CD’s as a marketing tool to assist
in the job search. The profile CD’s were used as a visual resume to assist Job
Developers and customers in obtaining employment. (A sample CD is included)
These CD’s were also used in presentations to partnering agencies to explain
how customers of the WIT program were effectively marketed to the
businesses.
The HempsteadWorks (www.hempsteadworks.com) and the Abilities, Inc. (www.abilitiesinc.org) web sites were also used as dissemination tools to describe the WIT program and to communicate relevant information. Outreach and recruitment for customers included presentations in small and large group sessions for local community organization and schools. A power-point presentation and outreach packet was developed to ensure that the information was accurately articulated. Program eligibility criteria and lists of partnering agencies were included. (See Attachment-Outreach Packet) A similar packet was also designed for business and employer contacts and was used to help make potential employers aware of program services.
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Networking and communication with other agencies and organizations was ongoing throughout the funded period. The development of partnerships was critical to the program success. A database of contacts made with community and social service organizations was also developed by the Disability Program Navigator and were used as resources for customers. A Universal Access Center was established and made available for person with disabilities at the One-Stop Career Center. Abilities Kornreich Technology Center and Smeal Learning Center were vital partners in helping to develop and upgrade the Access Center. Some of the methods used to educate relevant stakeholders and One-Stop system personnel about delivering employment outcomes for people with disabilities included but was not limited to: the quarterly Newsletter which provided information about the program and best practices. The WIT Newsletter written and published by staff and a monthly Newsletter written and published by the Disability Program Navigators were used as informational and promotional tools to inform people and agencies about the program, resources for persons with disabilities and to highlight success stories. (See Sample Newsletters) WIT brochures were disseminated to all Nassau County libraries, neighboring School Districts, social services agencies, faith based organizations and other community providers that could benefit from the WIT services. Meetings, seminars, and trainings for staff, partnering agencies and relevant stakeholders provided the opportunity to share, discuss, and make individuals and organizations knowledgeable about the employment services and outcomes for people with disabilities. The Job Seeker of the Year Award was won by one of the WIT customers. Submitting entries from the program also aided in the dissemination of positive information, success stories, and the accomplishments of individuals with disabilities.
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A WIT customer was awarded to the HempsteadWorks Continuous Improvement Award for conducting an outstanding and successful job search campaign. The award was presented at a luncheon meeting of the Workforce Investment Board. Not only does this award honor deserving customers, but it also raises awareness regarding the benefits of utilizing customized employment strategies to employ individuals with disabilities.
IV. Sustainability
Outline how or if this program will be sustained beyond the federal funding. Include information on the grantee and each of the sub-awardees programs.
The WIT Project has greatly enhanced the HempsteadWorks One-Stop System
and achieved outstanding results. It has been formally recognized by the New
York State Department of Labor as a “Promising Practice.” As we conclude our
last year of funding under the Customized Employment Grant, we remain
totally committed to continuing to sustain the improved services for customers
with disabilities that were developed under the project.
This objective will be supported by the sustainability planning conducted by
our Strategic Planning Team. Several of our planning sessions were facilitated
by Elena Varney, our technical assistance liaison from NCWD/A. To bring
clarity to our ongoing commitment, we have developed the following
Sustainability Vision Statement:
We envision the establishment of a premium quality workforce investment
system that meets the needs and exceeds the expectations of all customers,
through the application of customized employment techniques and universal
strategies, along with a shared dedication to excellence among the partners of
HempsteadWorks.
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Utilizing the resources of the One-Stop partners we hope to sustain the project
by continuing to:
• Increase the number of persons with disabilities served through the One-
Stop, including those receiving customized employment strategies
• Provide program guidance and evaluation under the auspices of the
Town of Hempstead Workforce Investment Board
• Implement and refine our service delivery model, utilizing customized
employment and universal design strategies. (This includes the
maintenance and continued expansion of business development)
• Marketing and outreach to further increase the disability communities’
awareness of the HempsteadWorks One-Stop Career Center
• Provide ongoing training, education and technical assistance to further
increase the capacity of One-Stop staff, vendors and partners to serve
customers with disabilities
• Expand linkages and continue collaboration with public and private
providers to leverage funds, utilize programs and coordinate services
• Document increased use of new programs and resources from system
partners
• Disseminate exemplary strategies and best practices
As we move forward without Customized Employment Grant funding, we will
attempt to respond to new grant opportunities. New resources that will be
utilized and that were not available at the project include the Disability
Program Navigator (DPN) program and additional Wagner-Peyser program staff
that are now deployed within the HempsteadWorks Career Center. The
Wagner-Peyser staff were recently relocated from a separate office in Freeport
and integrated with Workforce Investment Act (WIA) staff under a Functional
Alignment Plan that was required by the New York State Department of Labor
(NYSDOL). In addition, a One-Stop Partner Operational contact has been
designated by each of the HempsteadWorks partners in order to access the
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resources and integrate the services of these organizations in sustained
customized employment activities.
V. Resources Acquired
Resources that you have acquired as a result of this ODEP-DOL grant. (As a result of this grant’s financial support, what additional supports have been leveraged to the advantage of serving people with disabilities? Areas to be considered are additional staff involvement/participation/time, financial supports – both public and private matches, new relationships, business goodwill, sustainability beyond federal funding, other.)
Resources were accessed throughout project implementation, and will continue
as relevant, for planning; service coordination; and/or capacity building
activities. Primary partners included Abilities, Inc.; Vocational and Educational
Services for Individuals with Disabilities (VESID), the public vocational
rehabilitation program; the Disability Program Navigator (DPN), funded through
a joint initiative of the Social Security Administration and the Department of
Labor; and the Town of Hempstead Department of Occupational Resources
(DOOR), the Operator for the HempsteadWorks One-Stop System. Additional
linkages have been established with the Center for Independent Living, United
Cerebral Palsy, and the Commission for the Blind & Visually Handicapped.
Abilities, Inc., the primary subcontractor and Community Rehabilitation
Provider, has become a formal WIA training vendor, expanding training options
for any customer that could benefit from a more hands-on, less academic
approach to learning. This facilitated further collaboration and offered
additional training opportunities for persons with disabilities with support of
Individual Training Accounts.
Through experiences with the WIT project, HempsteadWorks partners have
become more comfortable with and knowledgeable about helping customers
with disabilities to achieve their goals through a blended funding service
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model. The following examples illustrate how customized employment
strategies and collaborative service delivery had resulted in successful
employment for HempsteadWorks customers:
• Once enrolled in WIA, one customer received ITA monies for a training
program in the field of Certified Systems Administration. WIT project
funding covered his initial transportation costs for the daily commute. This
customer, who was also a Supplemental Security Income (SSI) recipient,
received BPA&O services, which educated him to SSA work incentives,
specifically an Impairment Related Work Expense. This incentive offset some
of the transportation expenses he incurred because of his disability. Upon
completion of his training, the Placement Specialist in the WIT program
worked collaboratively with the WIA counselor to help create a job that
suited his strengths and abilities.
• A walk-in customer of the One-Stop had struggled with maintaining
employment because of her schizophrenia. She was discouraged from the
job seeking process and was looking for a house cleaning position. After
some person-centered career planning, it was discovered that she had
additional interests and experiences. Identifying these attributes raised her
expectations of herself and she had since succeeded in a Home Health Aid
position.
• An SSI recipient with mental health issues received vocational evaluation,
training, and transportation services funded through VESID. The Office of
Mental Health and HempsteadWorks provided service coordination, and the
WIT project provided additional funds for transportation to internship sites
and job interviews.
• After attending a medical billing training course through WIT funding, a
home-based medical billing position was established for a customer while
also for a customer while also meeting the staffing needs of a local
chiropractor.
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VI. Policy Change and Recommendations
A. Identify policy issues related to the participation of adults with disabilities in WIA-assisted or other programs and the provision of customized employment services. Please indicate if local, state or federal policies.
We recommend that federal policy be amended to require that WIA
performance measures be developed using a “regression model” as opposed to
a negotiation process. Performance measure negotiations have traditionally
commenced within limited options for states, and subsequently local areas,
agree to standards that reflect the barriers faced by the populations that they
serve. A regression model would account for outcomes related to individuals
who are more difficult to serve, such as individuals with disabilities. With
more realistic standards in place, customized employment strategies would be
implemented more successfully.
B. Policy/practice changes at either the state or local level that the grant helped to change for the better.
The implementation of the Disability Program Navigator (DPN) program has
assisted the grant to improve our efforts to map resources and to coordinate
services. The award of a competitive grant to HempsteadWorks by the New
York State Department of Labor (NYSDOL) has provided funding for two DPNs
assigned to our local workforce investment area. NYSDOL also awarded a grant
to HempsteadWorks that supported the purchase of adaptive equipment and
assistive technology.
In addition, a grant was awarded to HempsteadWorks by the Research
Foundation for Mental Hygiene, Inc., a not-for-profit corporation affiliated with
the New York State Department of Mental Hygiene for the purpose of increasing
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programmatic access to the One-Stop System for individuals with disabilities.
Funding from this grant was used to implement the following improvements
within the HempsteadWorks Career Center:
• Replacement of existing conventional entrance doors with automatic,
handicapped accessible doors
• Installation of an Infrared Curtain Detector to replace the safety
edge/electronic eye combination on three (3) power driven elevators
• Installation if iCommunicator Version 4.0 software, which provides
interpreter services for deaf and hearing-impaired customers
VII. Promising Practices
What promising practices and lessons learned, in the following areas, have you identified through your grant. Categories of practices to address: Customized employment practice, Universal strategies for more effectively serving all One-Stop customers, partnerships, employer participation, systems change and other promising practices.
In addition to the close out report, we will need your evaluation report based on the evaluation plan agreed to and submitted to us.
The first step in assisting customers with leveraging system resources was to
identify the array of employment resources available through the One Stop
Career Center. For this reason, a comprehensive HempsteadWorks Resource
Matrix was compiled, which includes information about mandated and non-
mandated partners within the system, the services they provide, eligibility
criteria, and funding opportunities. The resource matrix is accessible to all
partners within the system and has enhanced communications and
collaborations among providers. In addition to the project partners described
below, traditional and non-traditional resources are available through the
manual, including: Able-Ride Long Island Bus Service, Unemployment
Insurance, Community Resources Database of Long Island, Veterans Service
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Agency, Face Academy, Northern Lights Clubhouse, and Economic Opportunity
Commission of Nassau County.
The Disability Program Navigators at HempsteadWorks continue to update the
Resource Matrix and educate One-Stop staff and partners about disability and
employment related issues. The Navigators have been helpful in locating
resources, such as transportation assistance, childcare, clothing and support
groups for customers with disabilities. The DPN has been an invaluable resource
to the project, assisting any customer with a disability that may face barriers
to achieving their employment goals by providing up-to-date information about
services and programs in the community and coordinating services through
those agencies.
Other promising practices implemented under the WIT Project include:
• Formation of Strategic Planning Team, as a subcommittee to the
Workforce Investment Board, to plan activities, oversee operations and
ensure coordination
• Designation of operational contacts for sustained customized
employment services after the Customized Employment Grant funding
period ends
• Creation of CDs containing video resumes of customers
• Programming the HempsteadWorks Quality Assurance Program to
compare progress in serving customers from a baseline year, over year of
the project up to its conclusion
• Publication of a Newsletter pertaining to the project
Our Evaluation Report is included as Attachment C.
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Attachment A Customized Employment Grant – Final Report
HempsteadWorks Whatever It Takes (WIT) Project Period: 10/01/2002 - 12/31/2006
Summary information of the number served, composite demographics of those served, composite outcomes in numbers who obtained employment, average wages, and average hours worked: 1. Total number of individuals served: 136 2. Composite demographics of those served: Age: 14 – 15 0 16 - 18: 1 19 - 21: 11 22 - 24: 10 25 - 35: 24 36 - 45: 46 46 - 55: 30 Over 55: 14 Gender: Male: 73 Female: 63 Race/Ethnic Background: White: 76 Black: 47 American Indian or Alaskan Native: 2 Asian or Pacific Islander: 3 Hispanic: 8 Other: 0 Educational Level: Some High School but no diploma: 18 Certificate of Completion - High School: 23 High School Graduate - Diploma or GED: 32
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Some college but no degree: 33 Associate degree - Occupational/Vocational Program: 9 Associate degree - Academic Program: 0 Bachelor's degree: 18 Graduate degree: 3 Disability Type: Physical: 58 Psychiatric: 49 Visual: 5 Deaf/Hard of Hearing: 5 Mental Retardation: 3 Traumatic Brain Injury: 6 Learning Disability: 10 Multiple Disab: 0 Deaf & Blind: 0
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Attachment B Whatever It Takes (WIT) Project Systems Change Outcomes
Table I: Individuals with Disabilities Served
Comparison of Individuals with Disabilities (IWD) served by the HempsteadWorks System and Center
in the Year prior to implementation (Year 0) and during the Grant Period to date
# of IWD Year 0 Year 1 Change Year 2 Change Year 3 Change Year 4 Change
System Total 555 615 10.8% 704 14.5% 622 -11.7% 855 37.5%
System Shared 180 234 30.0% 280 19.7% 474 69.3% 666 40.5%
Center Total 445 461 3.6% 545 18.2% 592 8.6% 705 19.1%
Center Shared 143 168 17.5% 205 22.0% 461 124.9% 535 16.1%
Table II: Individuals with Disabilities who Entered Employment
Comparison of Individuals with Disabilities who entered employment through/by the HempsteadWorks
System and Center in the Year prior to implementation (Year 0) and during the Grant Period to date # of IWD who entered
employment Year 0 Year 1 Change Year 2 Change Year 3 Change Year 4 Change
System Total 147 133 -9.5% 237 78.2% 197 -16.9% 235 19.3%
System Shared 19 34 79.0% 32 -5.9% 47 46.9% 51 8.5%
Center Total 125 87 -30.4% 101 16.1% 181 79.2% 194 7.2%
Center Shared 10 24 240.0% 23 -4.2% 22 -4.4% 18 -18.2%
Table III: Individuals with Disabilities Served who Meet the Customized Employment
Grant Eligibility Criteria
Comparison of Individuals with Disabilities who met the Customized Employment Grant eligibility
criteria and were served through/by the HempsteadWorks System and Center in the Year prior to
implementation (Year 0) and during the Grant Period to Date
# of IWD Eligible under the
Customized Employment Grant
Year 3 Change
Served
Year 0 Year 1 Change Year 2 Change
Year 4 Change
System and Center 5 58 1160.0% 106 82.8% 118 10.4% 136 15.30%
Table IV: Individuals with Disabilities who Entered Employment and Meet the Customized
Employment Grant Eligibility Criteria
Comparison of Individuals with Disabilities who met the Customized Employment Grant eligibility
criteria and entered employment through/by the HempsteadWorks System and Center in the Year prior
to implementation (Year 0) and during the Grant Period to Date
# of IWD Eligible under the Customized Employment
Grant
who Entered Employment
Year 0 Year 1 Change Year 2 Change Year 3 Change Year 4 Q4+ Change
System and Center 2 15 750.0% 20 33.3% 31 55.0% 44 41.90%